WRITING   YOUR   BOOK 

It’s just not the same as editing, designing

 formatting and publishing, distributing,

branding, promoting, legalizing, and

marketing your book… or selling it!

READ BEFORE YOU LEAP, YOU 81%!

Why am I telling you this? What makes this relevant to small business? HA! 81% of all Americans think they “have a book in them” according to a New York Times survey report . . . uh, that’s like over 200 million people in the U.S. who want to write a book — more than total viewers of the most-watched-in-history 2012 London Olympic games!

WOW! That sounds like a sizable market right? And an awful lot of new books on the horizon, right? Wrong! How could that be? Well, first off– like the old days when TV first came out, and everyone watched it with the same passion we now relegate to smart phones, all humans thought they could write TV commercials because they watched them!

In other words, if you don’t read, you can’t write. According to industry findings reported at www.SelfPublishingResources.com, the average book buyer reportedly never reads more than the first 18 pages of a book she or he has purchased!!! If you don’t read complete books, you can’t write books worth reading. And if your first 18 pages don’t shake the walls loose . . .

Second: WRITING your book is the easy part!

And even if you DO write a book worth reading, you’d better have a lot of money and/or considerable professional expertise with editing, designing, formatting, publishing, distributing, branding, promoting, marketing, contract law, and sales. Even IF you can manage getting a big-time agent, publishing house, and publicist, the buck still stops with you! Even if.

Discouraging? Absolutely. My best guess is that 80 of the 81% will fall by the wayside trying to effectively manage the tasks noted in the paragraph above. That’s a big pile of dead book efforts! Ah, but now there’s CROWD SOURCING to the rescue!

Go to this site now for an example of how to make your book work once it’s written. Oh, yes, and it’s only a couple of hundred dollars to create! IT’S THE NEW WAY TO SELL BOOKS. IT”S THE WAY ALL FUTURE BOOKS WILL BE SOLD!

# # #

FREE blog subscription Posts RSS Feed

Hal@Businessworks.US   

Consider the worst,

 but assume the best!

There’s no longer any excuse for being surprised in business (or life) when you’re able to discipline yourself to practice the thinking: “What’s the worst that could happen?” in every major decision . . . and then proceed to believe that only the best outcome will actually occur to reward your efforts!

Mind over matter? Perhaps. But, more than that, each worst case scenario situation you consider will better prepare you for the reality of what’s possible while it protects your belief in making happen what’s probable.

In other words, you will move forward most effectively when you’ve weighed the risks involved realistically.

Every leader worth her or his salt will attest to this thinking. The difference between it and a proverbial doomsday attitudes is simply that considering bad outcomes need only be a momentary departure from the positive thrust of making something positive happen.

Dwelling on negativity produces negativity.

Well, you say, making negative thoughts be fleeting ones is easy to SAY, you say. Ah, but it’s also easy to DO. Doesn’t it all come down to a matter of choice, after all? We do, by the way, choose our behaviors, yes?

So can we not simply choose to make  negative thoughts be benchmarks with a caution flag?

Who’s to say that considering the worst possible outcome has to be a long, drawn-out, analytical affair? It’s as quick as saying, “If I take this deal, I could lose the farm” and then realize the risk is not a reasonable one. (Contrary to popular opinion, by the way, Entrepreneurs take only reasonable risks.)

If you have trouble stopping your own runaway train when decisions come to the surface, force yourself to close your mouth and take a deep breath through your nose. Get more oxygen into your brain and more blood-flow into your muscles. Then exhale the stress slowly through your mouth.

Every choice you make is a better choice when you have better control of yourself. More deep breathing more often will put you in better control of your self. Is that a no-brainer, or what? All from making the choice to consider the worst that could happen before moving forward? Whew! Look at what you just taught yourself. The lesson is worth repeating:

Make the choice to consider the worst

that could happen before moving forward.

# # #

FREE blog subscription Posts RSS Feed

P L E A S E   N O T E   N E W  D I R E C T   P H O N E   N U M B E R

HAL ALPIAR Writer/Consultant 302.933.0911 TheWriterWorks.com, LLC

National Award-Winning Author & Brand Marketer – Record Client Sales

Your competition is in

summer slowdown mode

. . . so speed up!

Former New York Mets manager Willie Randolph professed that winning teams needed the attitude that when they were able to get ahead of an opponent in a game or series, was the time to “put your boot on their neck.” Merciless? Maybe. A winning formula? Maybe. (Though Willie was hardly a big-winning manager.) A philosophy with merit? Sure.

It’s always worth considering options for dealing effectively with your competitors. But –unless you’re a boxer– knockouts are rarely if ever the most effective method for your reputation and long-term growth. Many successful small businesses actually use a competitor’s summer slowdown period as a chance to collaborate and exchange supportive services.

As unlikely as it may seem on the surface, down-shifting summer and holiday gears from 3rd to 2nd can be done with less negative financial impact when good working relationships with competitors can be called into play. I’ve even heard of competitive retail firms alternating seasonal slow-down periods by arranging to cover for one another.

TURN DOWNTURNS UP!

And don’t many successful professionals do that routinely? Doctors, lawyers, accountants, and many creative and tech services will provide short-term coverage for one another in a spirit of teamwork, and to make the most of opportunities to spread out overhead costs, and keep clients/patients/customers who might otherwise stray.

“WIN-WIN” isn’t just a leadership/teamwork slogan. Any situation where bi-partisanship can enhance overall performance of competitive businesses is a win for customers as well. Bartering work hours for administrative or sales personnel, for instance, can be very effective when the business owners and managers are equally committed.

Barter can be especially beneficial

for business startups and overhauls!

The retail world is filled with great examples. Physically-clustered competitors can usually attract many more customers than those in isolated locations. Consider the drawing power of New York City’s Diamond and Garment Districts, San Francisco’s Fisherman’s Wharf, Houston’s Riverwalk, Delaware’s Outlet Centers . . . add your own here!

The point is that while you may be looking to throw a knockout punch at your competitor, consider the opposite. A cooperative arrangement can benefit you both, and even be there to support you if your business ever goes through a slowdown period. Examine the ways you do business before turning up the heat on your competition.

# # #

FREE blog subscription Posts RSS Feed

P L E A S E   N O T E   N E W  D I R E C T   P H O N E   N U M B E R

HAL ALPIAR Writer/Consultant 302.933.0911 TheWriterWorks.com, LLC

National Award-Winning Author & Brand Marketer – Record Client Sales

Writin’ Ain’t No Easy Job!

In case you thunk that writin’ business stuff be a snap, thunk agin! (And especially if you’re expecting an office assistant or website designer to be a writer!)

Oh, and just to kick it in gear, you might do the thunk agin part with a blank screen and a blank piece of paper in your face. Thirty years of business writing taught me that very few day-to-day business tasks are more challenging than performing a creative process that most people seem to think is simply a mechanical function. It’s not. Try it. Then be embarrassed.

Write a business plan for us, will you? I need it for an investor meeting next week. (Most effective business plans take months!) And, before you get started, knock out a couple of TV commercial scripts for the sale that’s coming up. (At least a few weeks, if there are expectations of having any impact.)

Oh, and we’ll probably need three or four blog posts (another week) and an online banner ad about that sale too (a couple of days). Will you also fit in a speech for me to give to the Roundtable Club? Say 25-30 minutes? (Another week!)

Sour grapes examples? No: Reality. If you own or operate a business and expect someone to write AND GET IT RIGHT, realize that the creative process doesn’t turn on and off like a water faucet. Effective writing is not about writing; it’s about RE-writing! RE-writing takes time and effort and knowledge and skill and experience. The simpler it is, the harder the task.

Also Reality: “Creative” people in business (or anywhere, for that matter) are more sensitive as a rule than say lawyers or accountants or investors or engineers. So –like flies– you’ll catch more with honey! Try always to give them extra time, to provide them with extra input, and then to stay out of their collective hair!

Nothing wrong with asking for rough drafts or updates, but avoid harsh criticism– as you would with a customer–if you’re interested in getting outstanding work back. Explain points you disagree with the same way you would want others to explain points that they might disagree with you about. It’s not that hard, and you will gain both respect and greater effort.

It’s one thing when someone takes twice as long as you think she or he should to perform a routine mechanical task, but quite another when you assume that the creative process is routine and mechanical and proceed to set unrealistic deadlines . . . unless you really don’t care about a quality image or delivering a meaningful message?

# # #

FREE blog subscription Posts RSS Feed

P L E A S E   N O T E   N E W  D I R E C T   P H O N E   N U M B E R

HAL ALPIAR Writer/Consultant 302.933.0911 TheWriterWorks.com, LLC

National Award-Winning Author & Brand Marketer – Record Client Sales

Seeing through it all

…maybe, maybe not.

There’s an awful lot of talk in top management circles trending to the favor-ability of transparent leadership, but reality often dictates the need to exercise the exact opposite, at least for certain situations. Two-facedness? Manipulative? Irresponsible? Lacking integrity? Ruling by exception? Well, even open windows do not always afford a clear view.

When every word you say and move you make is public to all around you, it can be inhibiting to decision making that might be for the good of all involved. Adhering to a policy of transparency can instead take on a neurotic life of its own which can prevent meaningful forward motion.

Consider, for example, the advisability of sharing content of investor or prospective investor discussions as they occur, with all employees. . . or, publicly airing the private meeting critique of an under-achieving employee. Actually, many if not most sensitive-type bits of information might best be kept private and only be shared on a need-to-know basis.

We badger government officials to maintain transparency because they are elected and paid by us to represent our interests, and we are entitled to know what they think and say, and how they behave. But business (thankfully, for the cause of cultivating entrepreneurial spirit and the capitalism that fuels our economy) doesn’t conduct itself that way.

Private enterprise shareholders are entitled to know how business management represents the interests of a given company, but not have a say in every issue. Shareholders are instead invested in the integrity of the management that represents the company they are invested in.

Effective transparent leadership may translate to open-door management for many, but even those who take their doors off the hinges have been known to beef up their effectiveness with periodic whispers and private notes. Because sharing everything with everyone can easily create more problems than it solves.

Another way to think of it is simply that not every organization member is capable of understanding areas of specialization beyond what she or he is directly involved with, and to expect that that’s the case is to invite confusion and delay that will block progress. It’s healthy to look at the total leadership picture before throwing all the doors and windows open.

To paraphrase Lincoln’s famous quote: “You can be transparent to all of the people some of the time, and you can be transparent to some of the people all 0f the time, but you can’t be transparent to all of the people all of the time.”

# # #

FREE blog subscription Posts RSS Feed

Hal@Businessworks.US    302.933.0116

 Once more with feeling!

Whatever it is that you have just finished doing —from writing a plan or report to doing a trade or professional show, from introducing a new product or service to handling a difficult customer or investor or partner, or from juggling a tight schedule to finishing up a long-annoying project– can you take your next step with more feeling?

PASSION is inevitably the single most important ingredient in owning and operating a successful business –as it is, of course, in every square inch of marketing (sales, advertising, public and community relations, packaging, promotion, pricing, customer service, and building your Internet presence). And isn’t passion what separates success from failure in all of life?

In business, sports, the arts, and science the differences appear most dramatic because they are more easily measurable than, for example, relationships. Sales, bookings, test results, and win-loss records are pretty clear-cut compared to trying to size up the meaning of someone’s smirk or raised eyebrow or abrupt message. Hmmm, where is the foot pointed?

What took place during your most passionate life and career accomplishments? What snatched you victory from the hands of defeat? How, exactly, did you feel before, during, and after? What was the passion –spirit of performance– that you evidenced at those times? Was that ingredient somehow missing in whatever it is that you just finished doing?

If you answered yes, how did you choose to back off from what you know you’re capable of? Did you decide up front or during the process that it wasn’t worth feeling excited about? How did you choose to pursue it in the first place? So you engaged yourself in a task that wasn’t challenging or wasn’t making the best use of your time or skills?

If the answer is no, congratulations! What specific things did you do that brought you to the results you sought? How can you rally those resources to deliver repeat performances on other upcoming challenges? 

When you can step back after each “performance” to assess your level of passionate input, you are in a far better position to deliver a better performance than when you disregard what happened.

Second, and perhaps most important, is to repeatedly rattle your brain to realize that everything you bring to your performance table is a form of behavior, and (you guessed it!):

BEHAVIOR IS ALWAYS A CHOICE 

It may not always be conscious or evident or intended, but it is always a choice or the result of a choice. If you think about this a couple of times a day, you will almost certainly improve your life and business situations within a week or so. What have you got to lose . . . bad choices and poor performances? PASSION WINS!   

# # #

FREE blog subscription Posts RSS Feed

Hal@Businessworks.US    302.933.0116

Powerwash Your

Business Deck!

Now’s as good a time as any to clear out the cobwebs, mold, and dead bugs. Get your powerwasher out, hook up the hose and start waving that magic wand! But, aaah, you’re a free-swinging entrepreneur and all of a sudden the reality hits that to make a powerwasher work requires methodical and determined action–not exactly your modus operandi, eh?

But taking a methodical approach to cleaning is really the only way to make things clean, whether it’s a room, a carpet, the shower, or your business enterprise. Start by taking a hard look at the messages your business is communicating. Are you saying what you truly want the rest of the world to associate with you and your products/ services/ name/ reputation?

I’ll address human resources, operations, finances and other entrepreneurial concerns in subsequent posts, but first and foremost, small business owners must always be reassessing their brand and theme line. These are the most important tools a business has, and neither can remain stagnant. Change is what today’s business world is all about.

The horizon is constantly moving.

Targets, objectives, and goals used to be stationary, but no more. You need to be checking up on yourself at least once a month because what you were aiming for twenty or thirty days ago could be long gone by now. Don’t think you’re immune. It’s not just computers and smart phones running rampant . . . it’s people’s attitudes. TEST where you’re going.

Your customers and prospects THINK differently today (and faster!) than they did a year ago, a month ago, a week ago. The pace of life is more frantic. The business of building a business is more hectic. The messages your business is sending out can be obsolete before you even get them printed or onto Twitter. How will you know? Diligence and your powerwasher!

Force yourself to add quick-fix reviews of your branding efforts to your monthly lineup of checklist tasks. Put it right next to assessing your cash flow. If it’s time for a change, consider professional marketing writer input. Sometimes the fix is as quick and simple as changing just a word or two. Other times, a whole new strategy is needed. Professionals do both daily.

Struggle with revisions and updates yourself if you like, but you may want to ask yourself if you might be more productive focused on sales or operations or investor funding? Oh, and outsiders bring fresh perspectives to your table.

What’s important is your vigilance.

# # #

FREE blog subscription Posts RSS Feed

Hal@Businessworks.US    302.933.0116

“If you think sometimes

  that you just can’t win,

remember that life

is not a contest!”

— Kathy Alpiar

She reminded me of this shortly before her life struggles ended this past March at age 55. She had reminded me of it often over the last 25 years of our marriage . . .  almost always after my face retreated into my hands bemoaning some frustrating situation or another that I had somehow boxed myself into. I’m told everyone does this on occasion?

If you’re an American, you probably grew up with the conviction that everything you had to deal with every day –from school and Scouts to college or trade school and a career to marriage and family raising– was (is) a contest!

Admittedly, in a nation dominated by sports performance and competition at literally every level of life, it’s hard to grasp that “life is not a contest.”

But it’s NOT a contest.

(Workaholics, please re-read those last five words!)

• Life is a gift. It is a blessing. We either consciously or unconsciously choose to embrace it, or choose to waste it.

• Life is a waste when it’s obsessively dedicated to ultimately meaningless, make-believe values — making money, acquiring things, trying to impress, being self-serving and self-indulgent, putting others down, bullying, chastising differences, thinking and acting dishonestly.

How much of our precious time on Earth is wasted each day trying to get even; trying to undermine, manipulate, or represent ourselves as more than what we are; trying to pretend; trying to bait those who are weaker into our arena so we can defeat them or make them look foolish? Can any of that possibly be serving our true best interests?

If the answer to that question about how much time, by the way, is anything more than one minute, it may be worthwhile to think twice about Kathy’s quote. In other words, is our purpose here on this planet to make a difference?

How important is integrity?

Kathy wasn’t suggesting that we all abandon competition and head for some mountaintop to meditate on our navels. Of course we have to be responsible to earn a living and pay our bills. But what she was saying was that there’s a whole lot more to life than having such narrow pursuits d-i-c-t-a-t-e human existence.

Entrepreneurs get pounded over the head with these finger-waving “take time to smell the flowers” thoughts because they tend to disappear into a product/service development zone to the exclusion of friends, family, and many of life’s joyful experiences. They substitute the pursuit of “success” to the exclusion of what’s around them. I know because I’ve been there.

But I’ve come to realize that return on investment is not the sole province of business. ROI has also to do with having an ongoing sense of humor, a conscious effort to cultivate only positive stress, making room in our lives for living, keeping our promises, and being perpetually focused on service to others. Thanks Kathy.

# # #

FREE blog subscription Posts RSS Feed

Hal@Businessworks.US    302.933.0116

TIMELESSNESS

Surely you jest! The closest we’ll ever get to this state of existence (and still be living) is on vacation (or drugs!), or by meditating or exercising. Reality dictates that timelessness is not a condition of most employment, unless you’re an Astronaut.

~~~~~~~

So what’s a poor creative business type to do to achieve a big enough taste of nirvana, be inspired to greatness and  innovative genius . . . and to prompt meaningful sales?

First, manage your time more efficiently. Pay no attention to corporate trainers and consultants who advocate that life is not about managing time but should instead be about managing your self more efficiently.

CREATIVITY IS NOT SPAWNED

BY EFFICIENCY.

Creative expression evolves from dreaming, trial and error, inspiring examples, hard-nosed research, brainstorming, testing, communication, and often from sleeping on your ideas.

You’ll do –for example– a better job of creative marketing or website design after watching an animated movie, or after taking a walk or jog through the woods or a park, or along a waterfront.

You’ll get more creative traction out of playing with a toddler, or a puppy, or visiting your local ASPCA adoption offerings, or a nursing home, children’s hospital, school, theatre or day care center.

In other words, get yourself up and out of your element, away from your “normal” day-to-day environment.

ROUTINE EXPERIENCES

DON’T STIMULATE CREATIVITY.

Total immersion in the exceptional, extraordinary, bizarre, unexpected, and unusual DO.

Savvy creative directors send their writers, artists, and designers to different kinds of events to broaden their horizons and enable expanded thinking directions. It’s not unklike getting up from your desk, drawing board, computer, or workbench to take a short walk, a break, a stretch, or to get a cup of coffee. This also translates to not eating lunch in your workspace.

When we make a point of achieving little hunks of timelessness in the consciousness of our daily work efforts, grabbing at it whenever possible, we will perform better than those who don’t, and better than we normally would when we don’t take time outs!

# # #

FREE blog subscription: Posts RSS Feed

Hal@Businessworks.US 302.933.0116

Open   Minds   Open   Doors

Make today a GREAT day for someone!

Get it in writing . . . 

The Hardest Business Task!

Yes, test your objectives. Yes, test your strategies. Yes, test your tactics. And, yes –first and foremost– test your concepts. It’s the only sensible way (before spending money on ideas that might sound great, but that fail to produce), to make sure your pursuits are solidly grounded and integrally connected. 

~~~~~~~

What’s the hardest task in business? It’s really not hiring and firing, or funding, or maintaining operations, or making sales (though HR, finance, operations, and sales people may all want to lay claim to having the most difficult jobs). The hardest task is getting it in writing. Huh”? What’s “it”? And what’s so hard about writing? Writing what? 

I believe the most challenging of all business tasks is getting your direction and contingency plans straight. (Considering widely-published SBA findings that over 90% of business failures are attributable to “poor management,” knowing where you’re going is certainly Job One for most entrepreneurs.)

Writing your objectives clearly, simply, specifically, realistically, flexibly –and with a due date attached– has proven time and again to make the difference between revenues and profits, between success and SUCCESS!

The more principals, partners, investors, advisors, managers involved, the harder the task. It becomes exponentially difficult because –to have any value– everyone involved must agree at least somewhat with every word. In other words, agreeing on a precise target is sometimes the most trying of all challenges.

Is it (your target objective) the same as your Mission or Vision Statement?

No, but it probably needs to directly reflect both.

Whatever the objectives (or goals) are that you verbalize for yourself or your business, they need to be:

A) Missions in and of themselves, and they must fit conceptually under the umbrella of your own or your company’s overall Mission Statement.

[If your objective(s) fail to measure up to your overall Mission Statement, or don’t quite fit under its umbrella, re-examine where you’re headed with things. You may need to switch gears, or direction, or timing, or desired results.]

B) Following the path of your Vision Statement.

[If this isn’t happening, redirect your focus or re-visit your Vision Statement to consider some adjustments.]

Can you make changes and still be “on-target” with your pursuits? Absolutely! Remember that flexibility (together with realistic, specific, and due-dated) is one of the key criteria for effective goal-setting. If you’re not reaching the goal you defined, be flexible enough to redefine it, or change the tactics you’re using.

# # #

FREE blog subscription: Posts RSS Feed

Hal@Businessworks.US   302.933.0116

Open  Minds  Open  Doors

Make today a GREAT day for someone!