Month: October 2012

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The Importance of Local SEO

SEO written on wooden blocks

Guest Post by: Bryan Conte

The Importance of Local SEO

Local Business Owners

If you are a business owner, you are likely aware of the tremendous power of the internet. Today, a new power makes the internet even more instant – mobile internet. Now people can be a block from your shop, traveling, and searching the internet for places to eat, shop and other ways to spend money. The way to harness this power and connect with them is through local SEO. Local SEO is very similar to regular search engine optimization, in that you optimize your website for certain keywords. With local SEO, the keywords and results are location-specific and accomplished through a few other methods as well.

Let’s say a couple is traveling though Atlanta and needs to find a shop to fix a flat tire. They will probably get on their smartphones and search the internet. They will most likely type in something like “tire shops in Atlanta,” but even if they don’t use the word Atlanta, the search engine knows their location and gives them results for the area they are in. This is the result of search engine evolution. The search engines are so smart that they know no one wants to know about tire shops in New York if they are in Atlanta.

The Local SEO Algorithm

So there is a new game you need to play to get an edge on your competition. You can either hire an SEO company, or you can learn SEO on your own, but beware there is a steep learning curve and it is constantly evolving. Optimizing your website for local search requires a new set of rules and has a different algorithm to find its results. So what types of things will help your local search results?

There are several things you should be paying attention to in order to increase your ranking in local searches. First of all, your physical address should be visible on every page of your website. The best way to do this is to have it in your footer because the footer loads no matter which page of your site someone is visiting. Next you should list a local phone number, because it is positive proof that you are located where you say you are. Blog with location-specific keywords. Hopefully you know the power of blogging – now take it to another level by blogging about your community and places in it.

Another important part of local search is to make sure that all of your online directories have you located at the correct address. If you have ever moved or changed your telephone number, it is your responsibility as a business owner to make sure the information gets updated across the various online directories and platforms. Local search takes these “citations”, as they call them, into account on Google.

Managing Your Online Reputation with Reviews

Along with on page factors and citations, you should also be managing your online reputation. Getting feedback from locals is a sure fire way to prove to search engines that you are located where you say you are, but like so many other search engine factors, it must look natural. Allow the public to honestly assess your business because a little criticism is alright. A perfect list of reviews looks a little suspicious. On the contrary a full list of negative reviews is also likely to hurt your rankings so be sure to manage your online reputation.

If you make the most of the on-page factors and successfully manage your online reputation and listings, you should have no problem ranking well in local search listings. Search engines want to provide a list of businesses that are most relevant and trustworthy for the keywords entered. It is just your job to convince or tell them that you deserve to be there. With it, you can significantly benefit from a stream of searchers who will gain awareness that your brand exists and it will also bring in much more revenue.

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

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Author: Bryan Conte is a professional copywriter and the Co-Founder of Webdigia, an SEO company that works with both local and national businesses to provide internet marketing solutions for increased exposure and leads.

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FEMA’s Crisis Management Help for Hurricane Sandy

A-hurricane-hovering

Winds from Sandy are already being felt on the East coast, and with widespread power outages predicted the public is going to have to be prepared. FEMA has done an excellent job of sharing information over the ‘net, utilizing several websites, social media accounts, and emails full of tips like the following, aimed at keeping the public safe and aware:

TROPICAL STORM SAFETY AND PREPAREDNESS TIPS

The National Weather Service is the official source for weather information and severe weather watches and warnings, so follow your forecast at www.weather.gov (http://mobile.weather.gov on your phone) for the latest forecast.

As of 8:00 am, Tropical Storm Watches and Warnings issued by the NOAA National Weather Service remain in effect along portions of Florida’s east coast; and a Tropical Storm Watch remains in effect for portions of the coastal areas in the Carolinas. In addition, gale, storm and high wind watches and warnings are in effect for some areas.

According to the National Weather Service, Tropical storm conditions are expected to continue in the warning area along the east coast of Florida today. Tropical storm conditions are expected to first reach the tropical storm warning area in the Carolinas by this evening and spread northward tonight and Sunday. Storm conditions are also possible in the watch areas through tonight.

We urge those in East Coast states along the storm’s projected path to monitor the progress of Hurricane Sandy. Individuals in the region should continue to monitor NOAA Weather Radio and their local news for severe weather updates, warnings and watches, and follow instructions of local officials.

While hurricanes are unpredictable, those in the possible path of the storm should be preparing. If you haven’t done so already, take the time now to put together a family emergency plan and emergency kit. Some of the items in a basic emergency kit include: one gallon of water per person per day, for drinking and sanitation; at least a three-day supply of non-perishable food; battery-powered radio and a NOAA Weather Radio; flashlight and extra batteries; and First Aid kit. Having a kit can help you weather the storm.

Tropical weather can bring high winds and heavy rains, so listen to local officials and follow their instructions. Keep up to date with local conditions – follow TV and radio reports from your area, or visit www.weather.gov (http://mobile.weather.gov on your phone) for the latest forecast.

The potential for heavy rains can also lead to flooding, or flash flooding in some areas. Driving through a flooded area can be extremely hazardous. Remember – turn around, don’t drown.

Those in East Coast states along the storm’s projected path should also familiarize themselves with the terms that are used to identify a severe weather hazard.

Terms used to describe tropical weather include the following:

  • A Tropical Storm Warning means that tropical storm conditions are expected within 36 hours.
  • A Tropical Storm Watch means that tropical storm conditions are possible within the watch area within 48 hours.

For additional information, tools and resources to prepare for any type of disaster, visit
www.Ready.gov (or in Spanish at www.Listo.gov). The FEMA mobile site (http://m.fema.gov), smartphone app (http://www.fema.gov/smartphone-app), and text messages (http://www.fema.gov/text-messages) also provide regular updates. Sharing information using social media tools is also a good way for residents to stay informed.

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For more resources, see the Free Management Library topic: Crisis Management
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Students Create Social Enterprises

smiling-african-student-pointing-with-pencil-laptop-

Innovation and energy often come together on campus, and today many of them have an entrepreneurial sparkle. College and business school is no longer a place for just preparing and planning how to launch a new venture or nonprofit organization. For many students, the venture starts while on campus, long before graduation.

Here’s an article about 20 successful nonprofits that students started, many of them social enterprises. Click here.

Keep up the good work, students! Gives the rest of us hope for the future.

Good luck!

  • Copyright © 2012 Rolfe Larson Associates – 15th Anniversary!
  • Creator of Social Impact, the social enterprise “finder” app
  • Author Venture Forth! Endorsed by Paul Newman of Newman’s Own
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Events Are Team Efforts

The text "teamwork" written on a black surface

An event without the right vendors can be anywhere from “ho-hum” to a total disaster! Be it a one night gala or a three-day conference with gala and other related special events, you want vendors that you know and have worked with in the past.

The “look” of the event begins when people receive their invitations. On arrival at the venue, the “look” continues and sets the tone for the evening. Those “OHs” and “AHs” you hear when the doors open are the hard work of a great team … you, the planner, and your vendors — the lighting team, the audio-visual team, the production team and the printers.

Together you can create anything, from a stand-out invitation to twinkling stars as the stage backdrop, to a panorama of photographs of your honorees and special guests. You can use large screens, gobos, pipe and drape, and banners. And don’t forget trees and plants/flowers – they can help you make many different kinds of statements.

Whether it is the organization’s logo as the centerpiece or a full screen with a dynamite photograph, you can turn a simple stage into an exciting backdrop for your program or entertainment.

Ask the experts for their advice. They frequently have new ideas just waiting for the right opportunity to show them off. One audio-visual company that we work with, and in which I have full faith and confidence, told me about using “pillow lights” as a backdrop. But, even after they showed me a few photos, I couldn’t seem to “see” it. I was glad they convinced me to try it, ‘cause when I walked into the ballroom, I was the one “OHing” and “AHing” over how fabulous it looked.

When we were unable to get a red carpet for our VIP guests, this same company created a “red carpet” walkway using lights that amazed and delighted the audience.

Not every idea is expensive. We have created some interesting “environments” on a shoestring; again, thanks to some of our clever vendors. Don’t hesitate to ask. The right vendors will have more answers than you think, and it is to their advantage to make your event shine.

Having the right vendors ensures the creation of the right event for your organization.
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To read about Natalie, check out her website: Natalie Shear Associates, and take a look at Natalie’s ebook on Special Events
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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.

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Tips for Telling Stories in Your Presentations

A young female presenting while sharing a story

We have been discussing using stories in your presentations.Part One discussed the compelling reasons for using stories in business speaking. Part Two provided important Do’s for storytelling. Today we examine a few pertinent tips for better storytelling, and a few Don’ts you will want to be aware of.

Tips for Better Storytelling:

Think of structure. In order to grab and hold our attention, and to have greater meaning than just an anecdote or a ramble, stories need to have structure. Simply put, you need to set the stage, show the conflict or problem, build tension, have a turning point, and then resolution. Think about your favorite stories from Goldilocks to Star Wars, and see if you can’t observe the same structure in these stories.

Think of the point you are making. Start by determining the point you want to make in your presentation and then look for a story that illustrates it. If the story doesn’t really make that point, it is going to fall flat, no matter how well you tell it. In business presentations, we need to get the point.

Rehearse and try it out on others. It might be fun to remember that afternoon along the Seine, but unless others resonate with it, it may not be the story to tell. If others really respond positively to your story, then polish it to perfection and edit it for brevity. The story should be told in a minute or less for most business presentations, maybe two or three minutes for a more motivational presentation or an after dinner speech.

Set it up well. Tell people why you chose this story. Tell them what the story illustrates. But don’t build I up too much (“You are going to love this story!”) or provide way too much background.

Use dialog and names. Rather than saying “my aunt told me to wear clean underwear,” try saying: “My Aunt Bessie told me, “Never go out of the house without clean underwear, in case you get into an accident and need to go to the hospital.” Use a tone that sounds like an Aunt Bessie might sound. Here is a great place to use your acting skills.

End it with a point. This is the resolution, or the moral of the story. Tie your story back to the business point you are making. Keep it simple, but make it good. “So that is why we always want to treat each and every customer with respect; you never know who you are talking to.”

And a few don’ts;

  • Don’t go on and on. Edit, edit, edit. Keep it short. Don’t go on tangents.
  • Don’t tell too many personal stories (or stories that are “too personal.”) You can be self-effacing, but do it gently. Don’t brag about yourself, nor put yourself down too much.
  • Don’t tell stories that could offend. Would you tell this story to your grandmother? Or to Aunt Bessie? If not, probably it’s a little too risky.
  • Don’t tell stories that may shame others. Really think it through. Who is in your audience? What is the point you wish to make? Does anyone look bad in your story? Make sure if there is a butt of the joke, it is you.
  • Don’t tell stories that have no obvious point or message. You may be a great storyteller, but unless you can clearly tie the story to your content, save it for over lunch.

So there you have it; why to use stories, how to tell them, and the do’s and don’ts of great delivery.

How are your storytelling skills? What do you like to hear when others are speaking? We would love to know your thoughts and experiences.

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Find the Crisis First

iverse-colleagues-arguing-about-unpunctuality-missed-deadline-office.

The best form of crisis management is prevention

Social media, web digests, TV news, even plain old word of mouth all revolve around finding something interesting to talk about, and you really don’t want your organization’s latest slip-up to become the topic du jour. Problem is, you can’t shut it down once the story’s out. There are many things you can do to mitigate or reduce damage, but there’s only one form of crisis management that heads the issue off at the pass.

Crisis prevention is the ultimate form of crisis management. You seek out potential problems, risks, or vulnerabilities and solve them before they’re thrust into public view, ideally before they ever cause a negative impact at all. Toyota clearly is a company unconcerned about crisis prevention. Reports have shown that execs knew about the issues behind its most recent recall 7.5 million auto recall years before the info went public and well in advance of its 2010 recalls for sudden acceleration, yet neglected to resolve the pending crises before the National Highway Traffic Safety Administration stepped in. Between these two crisis prevention failures Toyota has spent over $100 million, and perhaps even more importantly lost valuable market share to its competition, which equates to even more bottom line damage.

How we can catch crises before they erupt? As with most aspects of crisis management, communication is key. Not only do employees need the ability to talk amongst themselves and across departments, but there also must be clear ways for them to move information up the chain in a timely manner. Especially given the non-centralized organizations of today, one of the best ways to encourage constant communication is to create internal forums. Most of us love to talk and share on all kinds of social media, so what better way to help each other recognize and resolve issues than putting a similar platform to work?

Vulnerability audits are another key tool in locating potential crises before they occur. We often end up with a frighteningly long list after these intensive inspections, even working with organizations that thought themselves well prepared. It’s absolutely critical to take a long, hard look at everything from opening procedures to possible problem employees in order to determine current and potential areas of operational and communications weakness and strength.

If you find the crisis first, you get to be the good guy. You can figure out a solution and, depending on case, either squash it silently or announce to all of your stakeholders how your care and dedication has saved them from a potential problem and rake in the reputation. Let the public and media get hold of the story before you do, and it’s going to cost you dearly.

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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. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

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Organizing/Reorganizing an All-Volunteer Nonprofit

Group of volunteers standing together

(The following is an email exchange….)

I recently took over as President with the Xyz Dance Company. It is a very unorganized, 501(c)(3) volunteer (parents of dancers) organization.

I have recommend to the group we seek professional assistance to get “organized” with a development plan, create proper manuals to help keep us on track, and have sought out a local grant writer who is willing to assist us at an economical rate.

The first steps in getting organized, making sure that:
• Your bylaws clearly describe the role/function of the Board
• The Board includes people (not necessarily parents) who bring needed skills and perspectives to ensure effective and business-like functioning
• Your bylaws provide a method for evaluating Board Member performance
• Your Board Members are limited to two consecutive terms of three years
• Your number of board members is divisible by three — so that one-third of those members are up for election each year
• You have a detailed narrative of how your group came into being, what it has done, what it’s doing, what it’s planning on doing, and what future need$ will be
• You have a detailed budget that delineates all sources of income and all categories of expenses
• The grant writer, who should be able to help you put together the above narrative, is paid on a flat fee or an hourly basis … never commission/percentage
• You understand that foundation grants only account for 14% of all charitable dollars
• You understand that 80% of all charitable dollars come from individuals
• You understand that “fundraisers/events” may raise immediate dollars, but don’t result in long-term supporters
• You understand that other potential donors (including foundations, individuals and corporations) won’t be motivated to give to you if your Board Members and other parents have not set the giving example

That said, I truly feel, that because the organization is parent based, with a volunteer board, we simply are not able to put the time into fundraising that we need to. The parents find themselves transporting children, going to do other siblings activities, don’t have the comfort level to approach people for money and a host of other reasons we will fail to generate funds.

I am convinced to have a hired professional serve in the capacity, as a full time fundraiser is essential. A couple questions on that subject:

1. Do full time fundraisers work like a rep (i.e. – golf, sporting goods) where they may be working for more than one company at a time?

The phrase “full-time fundraiser” can be misleading. You have to be sure what it is that you want that person to do.

To hire an “outsider” to be your “fundraiser” raises ethical questions:
1. Do you have the cash on-hand to pay someone’s salary/benefits/taxes for an extended period … while they get up to speed?
2. Do you understand that it’s unethical for a person who raises funds for a nonprofit to be paid a commission/percentage?
3. Are you ready to explain, up front, to a potential donor that the person doing your fundraising is not a staff person?

2. What is the salary range for this type of person?

Keeping in mind that this would be a staff person, not a “rep” type, and depending what you want/expect from this person, in skills and performance, the salary would range from $40,000 to $100,000 – plus taxes & benefits.

But, you are no-where near ready to hire someone !!

3. Are there grants available that would cover or could be applied to the hiring of a full-time fundraiser? If so, where would one look to find such a grant?

Some foundations do fund the creation/support of such a staff position, but your organization must be ready to make effective use of that person. Keep in mind: Foundations typically provide initial funding for “projects.” They don’t want to adopt you.

Before you can even think about hiring a staff person, you must have a study done to determine your potential for fundraising — for sources of volunteer leadership and potential donors.

A properly done study would be an investment that would save you lots of money. Once you know what your fundraising potential might be, and who your potential leaders and donors might be, you can then design an effective fundraising program.

PLEASE NOTE: Do not think that if you hire a full-time fundraising person that s/he will raise all the money. An effective full- or part-time staff “development” person should be the organizer, trainer, and director of a fundraising program. S/he will need a cadre of volunteer leaders who will do the actual prospect cultivation and solicitation.
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Have you seen The Fundraising Series of ebooks ??
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Have a comment or a question about starting, evaluating or expanding your fundraising program? 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. Contact me at AskHank@Major-Capital-Giving.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.

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Employee Turnover: Can We Predict Who Is About to Quit?

shot-smiley-man-quitting-job

“I was totally surprised when one of our top people quit. I thought he was satisfied with his job. I don’t want to get sandbagged again. What are some early warning signs of someone leaving?”

That was said to me by an accounting supervisor. Yes, you can expect a certain amount of turnover, even in these tough economic times. However, if it’s a valuable employee who you now have to replace (which takes time and money), you certainly don’t want to be caught by surprise. If you can see the signs ahead of time, then you are better able to deal with the situation.

Be Proactive Rather Than Reactive

First, be aware of situations that can trigger job dissatisfaction and provoke a valued worker to start looking at what’s out there. Here are some examples:

  • Major project ends and there is nothing “in the wings”.
  • Mentor or friend or manager left recently and therefore could try to recruit this employee.
  • New manager is assigned who mayor may not be as great as the employee’s last one.
  • Major reorganization occurs and the employee doesn’t know his or her place or value.
  • Recent stock crash or options went underwater and therefore there is less financial commitment to stay.
  • Position of increased visibility (holding office in a professional association) that gets the person known outside the company.
  • Changing life event such as receiving an advanced degree; turning 40 (or 30 or 50); family divorce or death etc.

Then go into action to prevent key people “jumping ship”: Here’s what you need to do:

  • Identify high performers or special groups who might be vulnerable.
  • Find out their satisfaction level through surveys or focus groups or one-on-one’s.
  • Use this knowledge to improve the potential “looker’s” job and career opportunities.
  • Realize that one size doesn’t it all. Know your people and what motivates and demotivates them.

Marcus Buckingham and Curt Coffman in their book, First Break All the Rules said “people don’t leave jobs, they leave managers.” If employees don’t get along with their managers, don’t like them or don’t respect them, they will leave a company despite a high salary or great benefits. A bad manager is a big factor in employee performance. A good manager, no matter the salary, will inspire loyalty. Therefore focus your retention efforts on training and supporting all your managers to engage, motivate and develop their people. If they don’t do it well some one else – a competitor perhaps – will!

Management Success Tip:

Employee turnover is a complex issue. There is no one magic bullet. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions – like ineffective management- caused the person to put out feelers or to become curious about recruiter calls or to start surfing the job boards. So to stop turnover, start to identify and eliminate the demotivators. Also see 10 Things to Do to Have Engaged Employees.

Do you want to develop your Management Smarts?

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Employees hate/love to go to participate in training

Employees-hate-love-to-go-to-participate-in-training

In organizations, there are people who love to participate in training events and there are at least an equal (most likely more) amount of people who hate training events. Those haters of the training events are most likely not opposed to learning. In fact, when they need know something, most of them will find a way to learn it.

So why do they hate training events?

Here are just a few reasons that might be on their list:

  • The training event doesn’t teach them anything new
  • The material is not related to their current role
  • They are busy with deadlines and see training as a waste of time
  • Past experiences with poor trainers
  • Prefer self-directed learning on a “as needed” or “just in time” basis
  • The training location is……..
  • There were required to go

Regardless of the reason, if the training event meets any of the above reasons, then just don’t waste your time or your money.

What to do instead?

Invest in development not training sessions or events. Development should focus on ensuring your employees have the skills that will be needed to support the strategic direction of the company. Development is not an event. Development requires a mixture of experiences and events that result in mastery of skills and encourage effective behaviors.

How to start?

  • Determine the direction of the company. Use an analysis tool such as S.W.O.T. to get your started.
  • Analyze the skills you will need to succeed in the future.
  • Identify the key roles in your organization for now and in the future
  • Complete a gap analysis
  • Create a development plan to fill the gaps

Note- This is one of the hardest parts for many. I recommend starting with the assumption that all of the employees in your key roles will not be at work for the next month. What would you do? Who would have to step into their roles? What would it take to get them ready? What wouldn’t happen if they weren’t there?

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For more resources, See the Human Resources library.

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Short Term/Long Term

top-view-co-workers-planning-strategy.

Good crisis management covers both

It’s pretty obvious that you can’t just wing it when it comes to crisis management. While business leaders as a whole are far more on board with the whole “crisis plan” thing than they were some 10-15 years ago, their focus is still typically very much on the now.

Few feel the need to pour time and money into a long-term crisis management plan once their brand’s no longer being slammed on the ‘net or in the news, but the reality is that making this investment will help to enhance and maintain the positive results attained by the initial crisis management strategy.

Not sure what the difference should be, or wondering what exactly should be involved with each? Check out this quote, from an excellent BankDirector.com article by Jean Veta:

Develop a Short-Term Plan

The institution’s short-term plan for addressing the crisis should include an evaluation of the need for an internal investigation by internal or outside counsel. The short-term plan also should consider whether the institution’s regulator(s) or law enforcement should be notified and the extent to which key constituencies, including employees, customers, shareholders, and the public need to be informed. It is essential to act in an expedited yet careful fashion to assess key evidence and the applicable legal framework in formulating a short-term plan.

Develop and Execute a Long-Term Plan

 

 

 

To weather a crisis effectively, an institution must stay focused on its key objectives, while remaining flexible to adjust. An institution’s long-term plan, depending on the crisis, may include: remediation of the harm, implementation of enhanced internal controls, improved management reporting to ensure appropriate monitoring, and increased internal audit standards to test the institution’s compliance responses.

Essentially, the short term plan addresses the incident itself. The long term plan is more focused on settings things right and enacting protocol to ensure the crisis cannot be repeated. Not as complex as you thought, right?

If you take your crisis management seriously, it will show. Stakeholders, while undoubtedly initially quite upset, will eventually have their faith in your organization enhanced when they see you’re committed to not only cleaning up your mess, but also working to ensure it can’t happen again.

As we always say, crises WILL occur, even to the most benign and well-protected organizations. It’s the actions afterward that will make or break the well-being of your most valuable asset – your reputation.

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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. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]