I’m Back: Making a Smooth Return to Work After an Absence

A-businesswoman-unpacking-her-belongings-after-being-called-back-to-work.

Let’s face it: life happens. We get sick, we care for aging parents, we have babies or we go back o school. All of these are important and at times necessary situations to take time off from work.

However, returning to work after a long absence can be challenging for you, your boss and even your colleagues. So how do you do it? How do you adjust your goals, which may now have changed, to fit with your work environment? And how to you readjust to the discipline of the workplace? Here are three tips to make that transition go more smoothly.

1. Plan your return
First discuss with your boss the right time to come back . Make sure you decide on a date that’s easy for both of you. If your boss is managing a big project for the next three weeks, he may want you to retun right now. If possible, it’s usually better to choose a time when things aren’t too busy.

Also think about returning in smaller steps. For example, you could work one or two days per week, then increase to three days, and then go back to full-time. A slow return can be much easier than immediately going back to a full-time schedule, especially after a long illness or maternity leave. It’s also important to let your co-workers, clients and other key people know that you’re returning.

2. Reassess your goals
Whatever your reason for being away, it was most likely a life-changing event. This means that your priorities may now be very different from what they were before. Take some time to assess where you are right now and where you’d like to go. Are there things that you cannot, or will not, tolerate anymore? Or are their things that are important to you now that weren’t before?

You also need to consider those around you. For example, you may no longer be able to work late. However, just because you have to leave at 5:00 pm promptly, that doesn’t mean you should automatically expect co-workers to stay late and finish up. Perhaps you could shorten your lunch break, or come in a little earlier one day a week, to help others in return for the help they give you.

3. Learn what you’ve missed
Talk with your boss, your co-workers and your temporary replacement, if there is one. Also to get up up speed, read past company newsletters, contact clients and get hooked back into the grapvine. A lot may have changed since you left. Also pay attention to what hasn’t changed. That’s important to know as well.

Career Success Tip:

Realizes it’ll take time to get back in your comfort zone.Returning to work is probably going to feel strange at first. You may find it difficult to adjust to the discipline and sometimes the dress code of an office environment. You probably had a different routine while you were away. You can do it just give yourself time to adjust and take one small step at a time.

Do you want to develop Career Smarts?

Praise for the Professional Director of Development

For a very long time I wanted to write something which championed the cause of overworked, underpaid, and under appreciated staff development professionals. But while I was still working as a member of that glorious “clan,” I felt that I was not in the best position to make the case for my many (often) under-appreciated colleagues.

Being retired, I can now better voice my opinions than I could while still working as a DOD – when perhaps I might have been seen as self-aggrandizing.

For my colleagues, still at it today, however, I wanted to bring to the surface some of the feelings I know they must keep to themselves.

I am reminded of the many times I was sitting in the back seat of a box in our Cleveland Orchestra concert hall with my donor/prospect guests nicely ensconced up front in the choice seats. (They were, earlier that evening, our guests at a festive reception and an excellent dinner.)

On stage, the finest Orchestra in the world was playing the best in classical music … “just for them,” and they were looking forward to meeting the conductor and other Orchestra notables at a party following the concert. I knew they were greatly satisfied. It was the perfect setting for building donor loyalty and setting the stage for even bigger future gifts.

All of which would have me serenely survey the scene in front of me, then lean back in my chair, and say to myself, “I made all of this happen! I’m really, really good at this job! They’re lucky to have me!” (No one knew I felt that way until now!)

Hopefully, you feel that way too !!

No matter what (type of) organization you work for, you should be (privately) patting yourself on the back when you have those magic moments – when you see the good things that happen because of your hard work and dedication.

Maybe it’s when you see an otherwise severely physically challenged youngster find new vitality and strength as she/he is put astride a horse at your Therapeutic Riding Center; seeing the smiles from the hungry as they are fed in your hunger center; as you breathe the clean air your organization is making possible for all in your community; when you are saving and preserving a wildlife refuge; while attending another graduation class ceremony at your school or college; helping to reclaim and repair the life of a rape victim.

In short, whatever the mission of your organization, you should/must have those secret, personal and justifiably proud moments regarding whatever your organization is able to do … because of what you do !!

Think of it. You are helping to enhance/enrich the quality of life for scores of people or animals, and you are generally helping to make life more fulfilling for broad segments of our society.

Remember, the work you do behind the scenes makes it possible for others to be in the spotlight … as your organization makes positive differences in the quality of life. You will find that your acceptance of who rightfully gets the public rewards and recognition for success will more than ever be personally and professionally satisfying to you.

And you should feel good about what you do — very good — but keep it to yourself, and savor every moment of it. You are really, really good at your job. “They” are indeed lucky to have you.

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If you have a question or comment for Tony, he can be reached at Tony@raise-funds.com. There is also a lot of good fundraising information on his website: Raise-Funds.com

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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

Build Your Technical Writing Templates

Stacking wooden blocks

Templates are extremely useful for saving time and providing consistency. They are short cuts to formatting and completing your document quickly and easily. They are short cuts because you no longer have to think about how the material should be set up or what style to use for particular types of documents. Having templates not only improve the appeal of the document by standardizing the look and feel of a document, but also by presenting data in a specific structure and hence preventing readers from wasting time by questioning why the configuration or format has changed again. Use templates for charts, lists, standard operating procedures, logos, etc. Templates can take on many shapes and sizes.

  • Templates can be something similar to a form which you complete. It consists of predefined data, but may be missing certain specifics. For example, for IT, you can have particulars about a standard operating procedure or security, but have blank fields for application terms, names, or department labels. The Technical Writer merely has to insert the appropriate information into the fields to complete the form.
  • Templates can be long and complex, especially in pharmaceutical and other industries where they have to comply with regulations. Employing the use of templates here is essential. The templates used in this area save the Technical Writer an enormous amount of time and effort when creating overviews, summaries, test plans, etc.
  • Templates can be used within manufacturing industries, where documentation describes frequently used standardized hardware, material, operations, systems, or processes. A common example of repeated phrases or instructions can be easily recognized in your common package inserts, especially where safety issues are indicated.
  • Templates can be used within applications or the IT industries, where processes, code functions, methodologies, procedures, etc., are reused. The existence of templates ensures accuracy and precision. The Technical Writer does not have to rewrite a methodology when it has already been written and verified. At most, the writer will either delete or add variants to a process or just merge the template in.
  • Templates can be used in the HR departments for practices, procedures and most importantly, polices. Certain critical policies have to exist within certain HR documents and these can be simply inserted where necessary.
  • Templates can be used when creating a glossary section. If one already exists, all relevant and essential definitions can be copied and embedded where needed.
  • Templates can be used within the instructional domain for formalizing the look and feel of the manual as well as the question and exercise sections. These templates can have preset or default documented presentation approaches, styles, etc. that can be reused. The Q and A section can have templates for lists, images, notes, headers, footers, comments, etc.

Do not confuse a template with either a macro or a style guide. Templates are pre-made formats of information. Technical Writers should create their own templates and should not be underutilized. Templates should consist of reusable information, formats, and styles to simplify their work.

What do you think?

Toyota’s Crisis Management Runs Flat

Toyotas-Crisis-Management-Runs-Flat

A reputation at risk

Toyota just can’t get out of recall trouble. Some three years after the first runaway acceleration problems forced Toyota to begin recalling various models, the company is calling back two different versions of its RX SUV because their floor mats can trap the gas pedal down, sending the cars out of control. And this just weeks after other models were recalled for the risk of potential fires.

Obviously this is a huge risk to not only Toyota drivers and their families, but also everyone around them. Compounding the crisis, Toyota is once again facing investigation from the National Highway Traffic Safety Administration as to whether it informed authorities to potential safety problems in a timely manner. Here’s more on the situation, from a Huffington Post article by Tom Krishner:

If NHTSA decides to open an investigation, it wouldn’t be the first dustup between Toyota and the agency. In 2010 and 2011, Toyota paid a record $48.8 million in fines to the government for failing to promptly alert regulators to safety problems.

Toyota spokesman Brian Lyons said the company is cooperating with NHTSA and provided information in a timely manner after investigators asked for it.

Owners of the Lexus SUVs should take out the driver’s side floor mat and have their vehicles serviced as quickly as possible, NHTSA said.

They will be notified of the problem by mail in early August, and dealers will fix it for free, Toyota said.

Let’s see…you’re trying to convince the NHTSA and the public that safety is your utmost concern…but you’ll allow the owners of those runaway vehicle candidates to drive around for another full month (Tom’s HuffPost article was published 6/29) before they receive any type of notification.

Rebuilding a reputation that’s fallen flat is not about how you talk the talk Toyota, you’ve got to walk the walk (drive the drive?). Put real effort into making sure people are as safe as possible and it will show. Drag this crisis out for much longer, and the brand may fall too far to recover. If the name “Toyota” is inextricably associated with the word “recall,” it’s game over.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training, and co-host of The Crisis Show. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Ten Ways to Not Get Called by a Recruiter You Met at Your School’s Career Fair

Person writing job fair in a note

The stores are getting prepared by filling their shelves with back to school items and advertising their door busters prices including pencils and crayons for $.25. While one could argue it is too early to begin the “back to school” preparation, I am one who likes good planning. And while the summer becomes a season most of us long for during the cold snowy winter months, the “back to school” season signifies that my favorite times of year is approaching, fall.

Fall is full of great things including the beautiful scenery brought by the changing leaves and joys of trick or tricking with the kids while they are still young enough to find magic in a big bag of “free” candy. For those of us in HR and Recruiting, fall brings the season of college career fairs. And just like the stores preparing for their “back to school” revenue, recruiters are preparing to find the best and the brightest.

So are the best and brightest preparing for us? Are they getting ready to find their start in a great career? I am sure that many of them are doing just that; and these are the ones recruiters will be thrilled to meet at their local career fair. However, my guess is that there will still be hundreds of them that can check at least some of the things on the following list.

Ten Ways to Not Get Called by a Recruiter You Met at Your School’s Career Fair

  1. Dress in the outfit your wore to your best friends luau and pool party last week. Or any other inappropriate one for the job you want. How you dress should be a non-issue. Don’t be remembered by your outfit; be remembered for the great questions you asked or your solid communication skills.
  2. Have no idea what companies will be represented. If your idea of preparation is showing up sometime before the thing ends and just wondering around the aisles, you might get overshadowed by the more prepared. Find out who is attending the fair in advance.
  3. Find out who is attending the job fair and not do any research on the companies. You need to research the companies you want to target before you arrive. Find out what companies may have positions in your field or which ones seem to be a good cultural match for you (values, mission, hours, environment, dress code). Not doing research will leave you unarmed for a good impression.
  4. Just wing it once you get there. After you do the research, prepare the questions you want to ask the recruiter. Know which companies you want to target, find out where they are going to be located during the fair, and plan your route.
  5. Wait until after graduation to attend a job fair. Waiting until you have the credentials is going to put you behind your better prepared peers. Attend fairs beginning in your freshman or at least your sophomore year. This is a great way to see what companies are out there. Spend some time chatting with recruiters from companies you may want to get into in the future. Ask about internship opportunities and other programs for college grads. If you find an interest, write down their name and follow up with them at the next fair. (or sooner, see below)
  6. Go to the fair without any idea of what you want to do. Know your goals going in. Be prepared to let the representatives know the type of work in which you have an interest. Know some of your goals in the next few years. If you are early in your educational journey, know you goals for this fair. If it is just to meet recruiters and learn what companies are there for when you graduate, let the recruiter know that. Whatever it is, know it and be able to communicate it.
  7. Don’t follow-up with any companies after you leave. If they are interested, they will call you. Always follow-up.
  8. Fail to ask how to follow-up. Recruiters are busy. Find out how they prefer you to follow-up and listen to them. If you are too pushy, you won’t get called back. And when you follow-up, know their name and where you met them. If you are leaving a message, be specific about what you spoke about. Recruiters talk to hundreds of candidates. Help them remember you. (and like I said before, not by your outfit.)
  9. Ask the recruiter if you really have to complete an online application. If the recruiter says you have to do it. Do it. No further explanation. And when you complete the application, complete it. All of it. And don’t put “see resume” on the application in place of educational credential or work experience. Actually, don’t put it down for anything.
  10. Get angry with the processes or the long lines at the booths and complain about the give-a-ways. This is another way in which you do not want to be remembered.

What can you add?

For more resources, See the Human Resources library.

Wearing Two Hats: Board President & Paid Executive – Part One

Man wearing suit in an office with a weighing scale on the table

(Guest post from Hank Lewis.)

An Email Said:

My organization has no paid staff, is essentially unfunded at this time, and Board Members receive no compensation of any kind including expense reimbursement. I’m the chairman of the Board and founder of the organization. When I sign things, I use the title “Executive Director,” even though (in actuality) I’m the chair.

I Responded:

What you describe sounds like an organization in its infancy — one that hasn’t been around for too long or that hasn’t yet begun the process of “maturation.”

First stage in the life of a NPO is where a group of people in a community recognize the existence of a specific need and get together to do something to address that need. The organization typically has one or two “founders” — who are the heart and soul of the org, and are the ones who tend to make things happen.

The situation, where you are Board Chair and Executive Director, can only continue to work to a point…. It is really only acceptable up to where your NPO can assemble a “representative board,” one that brings skills, perceptions, experiences, commitment, passions to the role, and is (to some degree) representative of the “community” being served. (The Board of a NPO is the community’s watchdog over that organization.)

The role of the initial board is to get the NPO to the point where it can make that transition from “infancy” to “maturity,” with the transition stage being the “adolescence” — a period of painful change and growth. Painful, because the original board members and founders may have to give up some or all of the roles they’ve been playing. They may even have to turn governance responsibility over to others — who have the traits needed to ensure….

Another Email:

While we hope and are working to achieve a level of success that requires paid staff, corporate offices, etc., our current focus is on our programs and resources.

My Response:

Again, what you describe is typical of an organization in its infancy; but, if you want your baby to grow, somewhere along the line you’ll have to remove some of the restrictions. You’ll have to allow your baby to become a different person than what you envision for “it.” Otherwise, your org will never be able to provide service to all who need it. You’ll keep it dependent on you and, God forbid, if/when something happens to you, your baby won’t be able to survive.

You don’t need the corporate offices or lots of bells and whistles, but you do need to consider how you will allow your baby to grow. If you stifle it, it will never be what it can be.

But, right now, you’re in the creation process. Go ahead and create. You’ll feel good about what you’re doing and about the people you’re helping. Just make sure that, when the time comes, you don’t fight your teenager — you help smooth its road to growth.

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Any thoughts about recognition?? I’d be pleased to address your comments in a future posting.
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Have a comment or a question about starting, evaluating or expanding your fundraising program? Contact me at Hank@Major-Capital-Giving.com With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions.
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

N is for Never

Unpleased young man saying no using his hands

As presenters, it is almost always wise to take a positive approach. Stress solutions when reporting on problems. Say what you will do, not what you won’t. Focus on supporting evidence, not concerns or doubts. But notice I said “almost always.” You knew there had to be a few exceptions to the rule, didn’t you? Here they are,

Three things you should never do in a presentation:

1. Ad-lib your opening and closing. The first minute and the last are so important you should script them. Or at least think them through carefully. Say them out loud two or three times to get a feel for how they flow. Or test them on a small group first. Or your cat.

2. Apologize. You may not consider yourself the supreme subject matter expert or maybe not even the best person to give the presentation (your boss asked you to fill in at the last minute) but resist the impulse to apologize before you even begin, or anytime. Unless you step on someone’s toes, or otherwise hurt someone, then by all means apologize!

3. Overload the audience. We love our loaded baked potatoes, but those overstuffed presentations are another matter. Keep it lean, mean, and leave them wanting a little more. So much better than having too much content and stuffing it in. Ugh! As you prepare your talk, consider ways to keep it lean while setting aside details you can delve into if time permits or questions arise. Deliberately create a presentation that uses 75-80% of your allotted time, preserving unhurried time for questions. If you should happen to finish a few minutes early, you will probably look like a hero to your busy audience.

In addition to avoiding these behaviors, N is for never letting anything get between you and your audience.

Barriers to avoid:

Don’t block the view. Don’t use a lectern unless you absolutely must. Don’t sit at a table to use the computer; instead use a remote presenter so you can get closer to the audience. Don’t turn to the slides, but keep your body facing the audience as much as you can.

Don’t hide your face. Push your hair away from your face. Keep beards and mustaches trimmed up neatly. If you wear glasses, choose those with lighter frames and untinted lenses.

Don’t allow distance. Don’t allow empty chairs in the front of the room. (I sometimes bribe audiences to sit up front.) In a long, narrow room, try to move to the side or walk to the back of the room from time to time. On stage, move toward the front or down onto the floor if you can.

Definitely, think and act in the most positive way you can. But never let these don’ts come between you and your audience.

The Crisis Show Ep. 3 – Data Jackings and #Fail Tweets

Management-crisis-of-Data-Jackings-and-Fail-Tweets.

What’s going on in crisis management this week?

The Crisis Show won’t be airing this week due to July 4 celebrations here in the U.S., but in case you haven’t been along for the ride, we’ve got every episode waiting on YouTube for you to view.

In the third Crisis Show, hosts Jonathan Bernstein, Rich Klein, and Melissa Agnes looked at yet another incident in the string of data breaches that have plagued large organizations for the past year+. This time, it’s the Royal Bank of Scotland that was hit! Our hosts also examined how public opinion forced officials at the Toronto mall collapse to up their rescue efforts, took a look at the often-outrageous world of celebrity Tweets, and discussed the Congressional vote that led to U.S. Attorney General Eric Holder being found in contempt.

Haven’t caught The Crisis Show show live yet? Give it a watch, and if you like what you see, join us once again on July 11 at 4 pm PST/7 pm EST.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training, and co-host of The Crisis Show. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

The Inspiration of Stress

stressed and tired -office-worker-getting-more-more-work-

You know that feeling? The one where your heart feels tight, maybe your head spins a bit, it feels like someone has placed needles between your eyes and clamped a vice to each of your shoulders?

When you feel like this, your focus is fractured and everything, even the lint in between the keys on your keyboard, is more interesting than the task you have before you. Sound familiar? That’s stress.

Bless us. The power inside each and every one of us is inspiring. However, like the excess of anything, that same power can be self-defeating. Sometimes we allow ourselves to believe that our greatest asset is our ability to “pony up”—to keep our eye on the prize and not stop pushing until we get there. And, sometimes it is. But not always.

The Gift of Stress

Stress is a gift. A what? Yep, it’s a gift. When used appropriately, it helps to “rally the troops,” to gather our mental and physical resources and focus them with laser-like precision. It fuels creativity, action, and immense productivity. The problem is not with stress, but with our seemingly diminishing ability to oscillate between periods of stress and recovery. To know when to leverage our stress response in support of a goal and when to allow our bodies the grace of recovering and repairing from the onslaught of cell-damaging stress-related hormones. In fact, many of us are so chronically stressed that we’re unaware of the level of stress we’re experiencing this very moment.

A 60-Second Experiment

Sit back in your chair. Put two feel flat on the floor. Roll your shoulders back and away from your ears. Close your eyes (well, finish reading the experiment first…). Now, take three deep breaths. Pull air all the way to the bottom of your belly, hold it there, and let it go. Try two more, just for good measure.

Feel any different?

Deep breathing is one of the fastest and most effective ways to mitigate the effects of stress, bring oxygen to your brain, and regain your focus and clarity. Do you think there’s any coincidence that “inspiration” is used to describe both the inhalation of air as well as a timely and brilliant idea?

So, when cleaning the lint from your keyboard becomes more compelling than the proposal you’re in the midst of writing, be gentle with yourself. Your lack of focus isn’t a sign of weakness; it’s your body’s way of telling your brain to take the backseat for a minute. Your body is smart—trust it and it will certainly continue to inspire your brilliant brain.

Sample Marketing Plan

Creating a marketing planning on the screen

Lay the Groundwork

In the last post, we discussed the importance of updating your marketing strategy and marketing plan. Today, we’ll walk through an excellent example of a typical plan.

Each and every business is unique, so this is not a one-size-fits-all. But is a terrific place to start if you’re on a shoestring and you want to do as much of the groundwork as possible before taking it to an agency for refinement.

Outline As Much As Possible

I. Executive Summary:

Write this last. Briefly include the most salient points from each section.

II. Intro:

Clarify your vision and mission statement. Condense your company history.

III. Product/Service Description:

Summarize your company’s offerings, both current and future.

IV. Problem/Solution:

Describe the Opportunity. How does what you offer solve a problem or fill a need? How do you know? Include:

  • market and customer demographics
  • market size/share
  • growth rates
  • market projections – growth and share

V. Competitive Summary:

‘Inventory’ your competitors, their strengths and weaknesses as well as their target audience(s). A visual mapping is often helpful.

VI. Competitive Advantage:

What is your company’s unique value proposition? That is, what sets you apart from your competitors, considering their target customers and their strengths and weaknesses? What makes you unique? Why is this valuable? Are you sure?

VII. The Challenge

Write a brief description of product to be marketed and associated goals, such as sales figures and strategic goals.

VIII. Situation Analysis

Briefly, cover these points, concentrating on your ideal customers’ viewpoint:

  • Customer Analysis – Number, Type, Profile
  • Value drivers
  • Decision process
  • Concentration of customer base for particular products

IX. Selected Marketing Strategy

Discuss why the strategy was selected, then the marketing mix decisions (4 P’s) of product, price, place (distribution), and promotion.

Product

The product decisions should consider the product’s advantages and how they will be leveraged. Product decisions should include:

· Brand name

· Quality

· Scope of product line

· Warranty

· Packaging

Price

Discuss pricing strategy, expected volume, and decisions for the following pricing variables:

· List price

· Discounts

· Bundling

· Payment terms and financing options

· Leasing options

Distribution (Place)

Decision variables include:

· Distribution channels, such as direct, retail, distributors & intermediates

· Motivating the channel – for example, distributor margins

· Criteria for evaluating distributors

Promotion

· Advertising, including how much and which media.

· Public relations

· Promotional programs

· Budget; determine break-even point for any additional spending

· Projected results of the promotional programs

If you can’t fill in all these blanks, then you know it’s time to start discussions with professionals. But you’ll be much more prepared and the outsourcing will ultimately cost less.

What would you add to this that’s helped your business?

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For more resources, see our Library topics Marketing and Social Networking.

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ABOUT Lisa M. Chapman:

Ms. Chapman’s new book, The WebPowered Entrepreneur – A Step-by-Step Guide will be available in July 12, 2012 at Amazon.com: http://amzn.to/MyaQmp and Barnes & Noble: http://bit.ly/M5T0KO . Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. She helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com