Empowerment Difficulties

Your work success hint!
We won't tell your boss if you don't. You can make quantum leaps in productivity, morale, employee motivation through learning how to delegate effectively. It's not hard to learn but it's a bit more complex than most managers think.

Learn to delegate properly and when your department hits on all cylinders, the trick will remain our little secret. More on delegation...click here.

Over the last few month I have been trying to encourage my staff to take on more responsibility, and to become more involved in branch decision-making. I have indicated at staff meetings that I wish to empower staff, and that I have an open door policy. So far nothing much has come of it. Staff seem hesitant to voice their opinions at staff meetings, and it almost seems that they don't want more involvement. I'm firmly convinced that our branch needs input from everyone, so I'm getting very frustrated and angry.

Response:

One common error that managers make in this area is to assume that all that it will take to empower staff is to invite them in, much like one would invite a houseguest into the house. It's a lot more complicated then that.

Keep in mind that staff who have worked in a more traditional hierarchical structure have developed some level of comfort with the status quo. We all get used to our work environments, and tend to resist change. It is even possible that some staff will not want more responsibility--they prefer the more predictable arrangement where the boss makes most major decisions, and tells them what to do. It may not be realistic to expect all staff will be eager to see themselves empowered.

Perhaps what is more important to recognize is that staff need much more than an invitation to participate. In order for people to fully participate in decision-making they need:

1. Clear understanding of what YOU mean by empowerment, and the responsibilities, limits and expectations you have regarding participation.

2. Clear understanding of your branch's goals, values and priorities. Decision-making cannot occur in a vacuum. When staff are not clear about goals, values and priorities, they, rightfully become hesitant to jump in, for fear of looking foolish.

3. A well thought out and effective way of moving information around the organization. As with goals, values, and priorities, staff must have all of the relevant information needed to make informed in-context decisions, or even suggestions.

4. A clear process for input into the decision-making process. One reason many organizations use self-directed work teams is that once they are up and running, they provide the process, or forum, for input, suggestions and decision-making. This process formalizes the staff participation process.

5. Management consistency. One thing about the empowerment process is that management can't offer it, then pull it back if the decisions that come from it don't match with what management would have decided on its own. That's not to say that managers must abide by every decision or suggestion offered by staff. It does mean that when managers overrule staff suggestions, that they must do so in the spirit of problem-solving rather than what can appear as arbitrariness. By the way, when staff are clear about organizational goals, values, and priorities, and have access to all information related to the decision at hand, they are less likely to make decisions that will be ineffective, or that require over-ruling.

6. Opportunity for skill development. People vary in terms of their ability to work productively with others, communicate their ideas, and do effective problem-solving. If we expect full participation, we must be willing to provide the tools for people to participate effectively.

Your work success hint!
It's not IF you fight or disagree. It's not how often you argue. It's not WHAT you argue about. It's about HOW you argue, fight or disagree, whether at home or at work. Learn to disagree, argue and fight fairly and you WILL see a difference in your relationships, and how others perceive you. Learn the rules of fighting fair and fair disagreement by clicking here.

7. A stable and respectful workplace. In organizations that have a history of unmanaged or mismananaged conflict, people will have learned that it's dangerous to participate in anything but a superficial way. People who have been often criticized in harsh ways, by management or peers will be very careful about how they become involved.

In closing, keep in mind that while you may want to have empowered staff, the staff may have other ideas, particularly if it isn't clear what that means. Take a wider view of the process, and anticipate that it may take quite some time for staff to develop an understanding of this new way of doing things.

The Responsive Manager/Leader

The Responsiveness Paradigm outlined elsewhere in this newsletter is applicable at a number of levels. For example, it applies to organizations in general, and the ability of the organization to respond to the needs of customers, staff and other stakeholders (eg. politicians, etc). It applies to non-supervisory staff, and their ability to respond to the needs of their managers, customers and co-workers. This month we are going to look at responsiveness as it applied to managers, leaders and/or supervisors.
Influence Of The Responsive Manager

The responsive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to responsive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because responsive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviours that show concern, respect and trust.

Responsive managers also influence those above them in the hierarchy. Because responsive managers have the ability to read and act upon the needs of their "bosses", they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the "ear" of people above them in the system, and further helps get things done when needed.

Contrast this with the limited influence of the UNresponsive manager. The unresponsive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. Unresponsive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done.
How Do They Do It?

Responsive managers apply a number of specific skills and abilities to the task (as outlined generally in The Responsiveness Paradigm article). Above all, they appear to be "withit". Withitness

has a number of components. First withit managers are able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly.

However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfil the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

Here's an example:

I was responsible for automating an office system in a government department. As happens sometimes, the Management Information Systems people were not keen on our going our own way on the project, despite the fact that they had indicated they could not do it for us in the near future. As a result their cooperation (needed for the project) was patchy. As team leader, I faced a number of roadblocks, despite the fact that our Assistant Deputy Minister wanted to see this project come to fruition. I regularly reported back to our Director, outlining progress and roadblocks. Every time I communicated roadblocks to the Director, they were removed within a short time, despite the fact that I did not request direct action. In addition, the Director advised and counselled me on how to deal with the "systems people" so I could have maximum impact. Despite the roadblocks, the project was completed on time and was very successful, much to the chagrin of some of the systems people, who I think were hoping we would fail.

This is a simple story, but one full of meaning. In this situation the Director was able to identify the project leader's needs with respect to the project, listening carefully, and identifying actions she could take to "smooth the path". Not only was the Director able to remove obstacles and fulfil the need of the project leader, but the Director responded on a deeper level, helping to teach the Project Leader methods of becoming more effective, fulfilling yet another need. All of this was assumed to be the proper role of the Director, and was done without expressing all of the needs specifically or explicitly.

We can contrast this with the unresponsiveness of the MIS people. They lectured, they fussed, they predicted dire consequences, rather than offering consistent, responsive help. They focused not on responding to the needs of their clients, but on some other factors having to do with control, and their own needs. Eventually, their lack of responsiveness resulted in the very thing they did not want; loss of control of the project. As a result of this project their overall status in the organization suffered, simply because at both an organization and individual level they were seen as barriers, rather than useful.

Let's look at one more example.

An employee had been working for a government branch for about a year, having moved to the city as a new resident. In a casual conversation, the supervisor noted that the employee wasn't looking at his best, and asked how he was feeling. The employee explained that he hadn't been feeling well lately, and sounded very tired and overwhelmed. The supervisor determined that the staff member didn't have a local family doctor, asked if he would like the supervisor to arrange an appointment, and proceeded to do so immediately. The problem turned out to be a minor one.

In this example we see again the ideas of "withitness" and responsiveness. The supervisor was able to identify that the staff member was in need of some help, despite the fact that the staff member did not state this explicitly. Note that the supervisor didn't pressure the staff member to go to the doctor, but identified needs, checked them out, and then acted upon them. In this case, help consisted of direct, helpful action.
Conclusion

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

These two examples are the stuff of loyalty and commitment. They are remembered years and years after the fact, and continue to extend the influence of managers. In this sense responsiveness is a critical component of management success, because it allows managers and supervisors to get things done, for the benefit of all players.

In the limited space we have, we have attempted to give you a feel of what responsiveness means. You might want to extend your own understanding by considering some of the following questions.

1. If you are a manager or supervisor, how can you modify your own behaviours so that you become and are perceived as more responsive by a) your staff, b) your boss and c) your customers?

2. Again, if you are a manager or supervisor what is your definition of the "responsive employee"? Can you identify your "favourite employees", and consider how they are responsive to you? Our bet is you will find that your most valued employees are responsive.

3. If you are non-management, what would you need to do to be perceived as more responsive by the people around you?

Seven Dynamics of Change

Whatever the kinds of change that people encounter, there are certain patterns of response that occur and re-occur. It is important that change leaders understand some of these patterns, since they are normal outcomes of the change process. Understanding them allows leaders to avoid over-reacting to the behaviours of people who, at times, seem to be reacting in mysterious, non-adaptive ways.

Ken Blanchard, well known management consultant, has described seven dynamics of change designed to help managers better address employee reactions to change. They are worth summarizing here.
People will feel awkward, ill-at-ease and self-conscious

Whenever you ask people to do things differently, you disrupt their habitual ways of doing things. This tends to make people feel awkward or uncomfortable as they struggle to eliminate the old responses and learn the new. Think back to your own experience and you will discover this theme. Whether it be learning to use a computer, the first time picking up your infant, or dealing with a new reporting relationship, recall the self-consciousness that you probably felt. People want to get it right, and fear that they will appear inadequate.
People initially focus on what they have to give up

Even for positive changes such as promotions, or those that result in more autonomy or authority, people will concentrate on what they will be losing. As a change leader you need to acknowledge the loss of the old ways, and not get frustrated at what may seem to be an irrational or tentative response to change.
People will feel alone even if everyone else is going through the same change

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

Everyone feels (or wants to feel) that their situation is unique and special. Unfortunately, this tends to increase the sense of isolation for people undergoing change. It is important for the change leader to be proactive and gentle in showing that the employee's situation is understood. If employees see YOU as emotionally and practically supportive during the tough times your position will be enhanced and the change will be easier.
People can handle only so much change

On a personal level, people who undergo too much change within too short a time will become dysfunctional, and in some cases may become physically sick. While some changes are beyond our control, it is important not to pile change upon change upon change. While changes such as downsizing bring opportunity to do other positive things, the timing of additional changes is important. If you are contemplating introducing changes (that are under your control), it may be a good idea to bounce your ideas off employees. A good question to ask is "How would you feel if....."
People are at different levels of readiness for change

Some people thrive and change. It's exciting to them. Others don't. It's threatening to them. Understand that any change will have supporters and people who have difficulty adapting. In time many people who resist initially will come onside. Consider that those people who are more ready for the change can influence others who are less ready. Open discussion allows this influence process to occur.
People will be concerned that they don't have enough resources

People perceive that change takes time and effort, even if it has the long term effect of reducing workload. They are correct that there is a learning time for most change, and that this may affect their work. It is important for change leaders to acknowledge that this may occur, and to offer practical support if possible. In the downsizing scenario this will be even more crucial, since resources themselves are cut. Consider following the downsizing with a worksmart process, whereby job tasks are
reviewed to examine whether they are still necessary.
If you take the pressure off, people will revert to their old behaviour

If people perceive that you are not serious about doing things the new way, they will go back to the old way. Sometimes this ill be in the open, and sometimes this will be covert. While Blanchard uses the word pressure, I prefer to think of it in terms of leadership role. The leader must remind people that there is a new course, and that the new course will remain. Coaching towards the new ways is also important.

Your work success hint!
We won't tell your boss if you don't. You can make quantum leaps in productivity, morale, employee motivation through learning how to delegate effectively. It's not hard to learn but it's a bit more complex than most managers think.

Learn to delegate properly and when your department hits on all cylinders, the trick will remain our little secret. More on delegation...click here.

Conclusion

It is important for leaders to anticipate and respond to employee concerns and feelings, whether they are expressed in terms of practical issues, or emotional responses. When planning for, and anticipating change, include a detailed reaction analysis. Try to identify the kinds of reactions and questions that employees will have, and prepare your responses. Remember that the success of any change rests with the ability of the leaders to address both the emotional and practical issues, in that order.

1 The seven dynamics of change in bold were taken from an article by Ken Blanchard, and published in The Inside Guide, Oct., 1992. Commentary on each of the principles was written by the Editor of The Public Sector Manager.

Leading Those That Remain

Downsizing...Right-sizing, lay-offs or workforce adjustment, whatever the current "correct" terminology, the fact remains that it is the most difficult thing that managers will deal with in their careers.

There are two (only two?!) issues regarding downsizing. First, the period of downsizing brings with it incredible anxiety for everyone. Both managers and employees have to "get through" this period where downsizing is announced and individuals are notified. While this is the period of greatest short term stress, it is an acute situation.

The second problem, and one of much more long term significance is the issue of those that remain. Somehow managers have to deal with the fall-out from the downsizing process, and move their organizations beyond the grief, the anger and the loss of morale that characterizes these major organizational events. It is those that remain that will determine what happens to the organization. We are going to talk about the long term issues here.
The First Few Weeks

In the first few weeks after downsizing even those who still have jobs will feel a lot of difficult things. Grief, anger, sense of betrayal, and depression are common "normal" reactions. Typically productivity drops as people work through their feelings by talking with each other.

This applies to you as the leader of your organization. However, as a leader you have an important role to play in helping employees get past the initial reactions.

During this time, it is important that you do not pressure employees unduly, either in the areas of increasing productivity, or in expressing feelings about the change. Some people want to talk, others not. Some will work harder and some will not. Your job is to help by gently talking to them, both in group settings and individually about their reactions, and how you can help.

Listening is key here. Ask questions and keep your own comments to a minimum, and don't exhort or pressure people. By showing concern and interest, you will be working towards repairing the sense of broken trust that accompanies downsizing.

During this period, you need to take stock of your own emotional situation. Your ability to lead people through the tough times will depend on your own physical and emotional health. Try not to cut yourself off. Talking to colleagues outside your organization is a good idea, or at least, venting your own feelings with someone unconnected with your organization. If you find yourself plagued by sleeplessness, mood swings and depression and guilt, don't hesitate to take advantage of support services that are available.
Normalizing

The initial shock of downsizing is likely to linger for some time, certainly for more than the two weeks mentioned. Unfortunately, you and your staff have goals to accomplish, people to serve. At some point there is a need to get on with it, to normalize the situation.

It is difficult for leaders to determine when it is time to start sending the message that "business as usual" must prevail. Too early and you alienate and anger staff...too late and you end up wallowing. It is best to start normalizing slowly and gently.

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

The situation in your organization can be helped if you start to address any operational problems that might have been caused by the downsizing. Any shifting in staff will result in new challenges in terms of doing business, and there can be some confusion and chaos regarding how you are going to go about doing "business" with a smaller staff complement.

It is important that the chaos be reduced. Normally this will mean clarifying with staff any concerns they have about getting the business done, and problem-solving around the issues. The longer that there is confusion, the more likely there will be permanent effects on organizational health and morale.

During this period, both group problem solving meetings and individual discussions are appropriate and recommended. Bring ALL staff into the discussion, and make sure everyone is clear what they should be doing.

While the feelings of employees are important during this phase, staff need to be slowly moved back to getting the job done. By getting clear understandings of the changes, you will create a climate of stability, which is necessary for the "recovery" of people in the organization.
Futuring

The first part of adjusting to downsizing is to address the feelings of those that remain. The second is to focus on dealing with the operational problems stemming from the changes, and the third step deals with the future.

People need a vision of the future, a sense of what they are trying to achieve, and they also need to know that they are part of a goal-oriented team pulling in the same direction. While we have talked above about "getting through", futuring involves people in trying to create (or confirm) a vision of the organization, and it's goals, values, purpose, etc. It is the creation and commitment to these things that will work to revitalize an organization that has been downsized.

The futuring process is usually a group process, and can extend to undertaking strategic planning, re-examination of priorities, operational planning, and review of role and mission. By doing these kinds of things you promote a sense that the future will bring positive, exciting things. Organizations that have lost staff need to have that sense if they are to rebuild.
Recap

Leading staff through downsizing requires the leader to exercise superior judgement and decision-making. It's a complicated task that involves the leader in recognizing the natural reactions of those that remain in the organization, and determining the right timing for moving the organization from the emotional reactions to a focus on the present and future. While it is difficult, the consequences of mis-managing or under-managing the situation are severe. Both management and staff will suffer if the timing is wrong, or managers deny or avoid dealing with the fall-out from downsizing.

Front and Center - Leadership Critical To Managing Change

When change is imposed (as in downsizing scenarios), clearly the most important determinant of "getting through the swamp", is the ability of leadership to...well, lead. The literature on the subject indicates that the nature of the change is secondary to the perceptions that employees have regarding the ability, competence, and credibility of senior and middle management.

If you are to manage change effectively, you need to be aware that there are three distinct times zones where leadership is important. We can call these Preparing For the Journey, Slogging Through The Swamp, and After Arrival. We will look more carefully at each of these.

The Role of Leadership

In an organization where there is faith in the abilities of formal leaders, employees will look towards the leaders for a number of things. During drastic change times, employees will expect effective and sensible planning, confident and effective decision-making, and regular, complete communication that is timely. Also during these times of change, employees will perceive leadership as supportive, concerned and committed to their welfare, while at the same time recognizing that tough decisions need to be made. The best way to summarize is that there is a climate of trust between leader and the rest of the team. The existence of this trust, brings hope for better times in the future, and that makes coping with drastic change much easier.

In organizations characterized by poor leadership, employees expect nothing positive. In a climate of distrust, employees learn that leaders will act in indecipherable ways and in ways that do not seem to be in anyone's best interests. Poor leadership means an absence of hope, which, if allowed to go on for too long, results in an organization becoming completely nonfunctioning. The organization must deal with the practical impact of unpleasant change, but more importantly, must labor under the weight of employees who have given up, have no faith in the system or in the ability of leaders to turn the organization around.

Leadership before, during and after change implementation is THE key to getting through the swamp. Unfortunately, if haven't established a track record of effective leadership, by the time you have to deal with difficult changes, it may be too late.

Preparing For The Journey

It would be a mistake to assume that preparing for the journey takes place only after the destination has been defined or chosen. When we talk about preparing for the change journey, we are talking about leading in a way that lays the foundation or groundwork for ANY changes that may occur in the future. Preparing is about building resources, by building healthy organizations in the first place. Much like healthy people, who are better able to cope with infection or disease than unhealthy people, organization that are healthy in the first place are better able to deal with change.

As a leader you need to establish credibility and a track record of effective decision making, so that there is trust in your ability to figure out what is necessary to bring the organization through.

Slogging Through The Swamp

Leaders play a critical role during change implementation, the period from the announcement of change through the installation of the change. During this middle period the organization is the most unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack of clarity about direction and mandate. It can be a period of emotionalism, with employees grieving for what is lost, and initially unable to look to the future.

During this period, effective leaders need to focus on two things. First, the feelings and confusion of employees must be acknowledged and validated. Second, the leader must work with employees to begin creating a new vision of the altered workplace, and helping employees to understand the direction of the future. Focusing only on feelings, may result in wallowing. That is why it is necessary to begin the movement into the new ways or situations. Focusing only on the new vision may result in the perception that the leader is out of touch, cold and uncaring. A key part of leadership in this phase is knowing when to focus on the pain, and when to focus on building and moving into the future.

After Arrival

In a sense you never completely arrive, but here we are talking about the period where the initial instability of massive change has been reduced. People have become less emotional, and more stable, and with effective leadership during the previous phases, are now more open to locking in to the new directions, mandate and ways of doing things.

Your work success hint!
We won't tell your boss if you don't. You can make quantum leaps in productivity, morale, employee motivation through learning how to delegate effectively. It's not hard to learn but it's a bit more complex than most managers think.

Learn to delegate properly and when your department hits on all cylinders, the trick will remain our little secret. More on delegation...click here.

This is an ideal time for leaders to introduce positive new change, such as examination of unwieldy procedures or Total Quality Management. The critical thing here is that leaders must now offer hope that the organization is working towards being better, by solving problems and improving the quality of work life. While the new vision of the organization may have begun while people were slogging through the swamp, this is the time to complete the process, and make sure that people buy into it, and understand their roles in this new organization.

Conclusion

Playing a leadership role in the three phases is not easy. Not only do you have a responsibility to lead, but as an employee yourself, you have to deal with your own reactions to the change, and your role in it. However, if you are ineffective in leading change, you will bear a very heavy personal load. Since you are accountable for the performance of your unit, you will have to deal with the ongoing loss of productivity that can result from poorly managed change, not to mention the potential impact on your own enjoyment of your job.

Understanding The Cycle of Change, And How People React To It

Managers often make the mistake of assuming that once a change is started, that employees will see that it is going to take place, and get on side. This is rarely the case. Because change causes fear, a sense of loss of the familiar, etc., it takes some time for employees to a) understand the meaning of the change and b) commit to the change in a meaningful way. It is important to understand that people tend to go through stages in their attempts to cope with change. Understanding that there are normal progressions helps change leaders avoid under-managing change or over-reacting to resistance.

As we go through the stages, you will probably find many similarities with the process a person goes through with the loss of a loved one.

Stage I: Denial

An early strategy that people use to cope with change is to deny that it is happening, or to deny that it will continue or last. Common responses during this stage are:

"I've heard these things before. Remember last year they announced the new customer initiative? Nothing ever happened, and this will pass."

"It's just another hair-brained idea from the top."

"I bet this will be like everything else. The head honcho will be real gung-ho but in about six months everything will be back to normal. You'll see."

"I'll believe it when I see it."

People in the denial stage are trying to avoid dealing with the fear and uncertainty of prospective change. They are hoping they won't have to adapt.

The denial stage is difficult because it is hard to involve people in planning for the future, when they will not acknowledge that the future is going to be any different than the present.

People tend to move out of the denial stage when they see solid, tangible indicators that things ARE different. Even with these indicators some people can remain in denial for some time.

Stage II: Anger & Resistance

When people can no longer deny that something is or has happened, they tend to move into a state of anger, accompanied by covert and/or over resistance. This stage is the most critical with respect to the success of the change implementation. Leadership is needed to help work through the anger, and to move people to the next stage. If leadership is poor, the anger at this stage may last indefinitely, perhaps much longer than even the memory of the change itself.

People in this stage tend to say things like:

"Who do they think they are? Jerking us around"

"Why are they picking on us?"

"What's so damned bad about the way things are?

"How could [you] the boss allow this to happen?

Actually people say far stronger things, but we need to be polite.

Stage III: Exploration & Acceptance

This is the stage where people begin to get over the hump. They have stopped denying, and while they may be somewhat angry, the anger has moved out of the spotlight. They have a better understanding of the meaning of the change and are more willing to explore further, and to accept the change. They act more open-mindedly, and are now more interested in planning around the change and being participants in the process.

People in this stage say things like:

"Well, I guess we have to make the best of it."

"Maybe we can get through this."

"We need to get on with business."

Market With A Difference On A Limited Budget

Written by: Janice Jenkins

Web Site: Print Place

Date Submitted: 12/29/2009

Having experts explain one success story after the other is one thing. Offering a general advice that fits everybody and any business is quite another story. There is such a thing as a different industry and different business. Each of them is unique and quite distinct from everybody else. Hence, an effective cost-efficient marketing solution for one business may not work for another even with the same type of business but with a totally different environment.

Every business is distinguished from everybody else. It is therefore safe to say that each business should then be noticed in a different yet positive way. You cannot have a one-size-fits-all advice and have each business succeed when they use it. You need to look at your business as something distinct and needs to have its very own set of plans for you to be able to achieve what you have set out to do.

Having said that long introduction, we now get to the gist of things: do not claim that you cannot afford to advertise just because you are a small business operating on a limited budget. One can very well afford to market, hence, you can have a cost-effective promotional opportunity that can generate leads to your business. What you need to focus on is how you can maximize your budget so you can have a most successful marketing strategy for your target clients.

You need to be creative and create an engaging brand personality then. This personality will be reflected and showcased in whatever marketing element or tool you plan to have. So remember that whenever you hand out a card or place a poster printing on your shop windows, you are not only sharing your contact information, but a slew of qualities and brand personality you have for your business. This is what you are introducing to your target audience. It is what will make your target audience become potential buyers of your products and services.

Another way of introducing your brand personality is in the way you describe your business. You do not need to be boring just because your business is quite dull when you compare it to say, a party organizer. You just need to make sure that you give someone a reason to think of you. What is so special about your law firm for example? When they need legal help, what is so special about your services? Having smart and memorable things listed even to as little as your business card can go a long way in getting people interested in what you have to offer.

Depending on your business, the bottom line is that you can be creative to really have your target audience interested in what you have to say. What is more, have fun when creating your marketing tool. You cannot be forced to have a dreary poster printing just because you do not have much cash to deal with expensive designs and images. You can be memorable. Just make sure that you create elements in your print posters that exemplify the difference that you will make for your target clients and customers.


For comments and inquiries about the article visit: http://www.printplace.com/printing/poster-printing.aspx

How to Design and Write Persuasive Brochures

Written by: Katie Marcus

Web Site: Printing Company

Date Submitted: 12/29/2009

Do you know how to be persuasive when writing brochure messages? Are your brochure printing techniques and designs affecting your readers the right way?

Can you really reach people with your brochures or do they just glance and not really care or react in a way you want them to? If you are having all these troubles, then you are reading the right article. In the next few items, I will show you how to design and write persuasive color brochures that really gets that ideal reaction from readers.

• Be personal and talk to the reader – A brochure’s persuasiveness is partly determined by the tone of its message. People respond more to those that they can easily read and go along with. If you basically talk to the reader, referring to them with precise words and addressing their questions and needs then they will respond better to your color brochures. You can actually establish a certain kind of rapport that should increase their trust in your brochures, adding some persuasive powers to your message.

• Explain new concepts and words – Being persuasive also means being understood correctly. Therefore, it is important that your readers should always know what you are talking about, especially when relating to the new concepts and words that you are using and talking about. Define the concepts that seem new and complicated always in your brochure printing. The more people understand your concepts and arguments, the better chance that you will convince them.

• Use images for better understanding – Images play their part in producing a more persuasive brochure. You should use them to support certain arguments and concepts so that people can also visualize what you are talking about in the text. This can actually be more convincing than the usual text in most brochures since most people will get the message with one glance. The text will help with all those specific details, but with the use of some greatly composed images and symbols, you can deliver the meat of your brochure message more persuasively.

• Make readers react – Finally, being persuasive means trying to illicit a reaction from your readers. Readers must feel empathy with the cause or the topic of your brochure. If you have a brochure that tells people about nature for example, you must let people be outraged at its specifics (like pollution or environmental degradation). The more they react to the importance or gravity of your issue the more persuasive your main message should be. So try and illicit a reaction among your readers. This can be the key into making them understand the brochures better and they can be more easily persuaded to aid your cause.

Use these four tips to ensure that the impact of your brochure be greater and more effective. Your text and images should become really persuasive, giving you a more successful and hopefully profitable time.

Katie Marcus writes about the printing brochures or brochure printing technologies used in the production of business brochures. Log on to http://www.printplace.com/printing/brochure-printing.aspx for more information.