Hub You - Business

Why Send Video Email?
Why send video email? Why would you want to send video email when you can send an ordinary email, that is the question? What is the difference?When you send video email, you bring message to life by adding audio and visuals to your message which will make it much more effective than an ordinary email.You never get a second chance to make the first impression. In this fast-paced world you have to move ahead of your competitors. It is no longer big fish eat small fish, it is now fast fish eat slow fish!Your clients are always comparing services and you want to be seen using the latest cutting edge video streaming technology in your communication and not stick with the old methods of communication. The world is changing very fast and you must keep with it or be left behind among the stragglers.Many people are auditory and visual and when you add sound and pictures into your message you get their attention. It has been proven in research that we only retain about 10% of what we read, but we retain 50% of what we hear and see!Now you see why you want to send video email instead of ordinary email? When was the last time you sent a vide email? If you haven't sent a video email, you are still using the old technology. Your competitors who send video emails will have a winning edge over you!Seeing is believing, would you like to see and hear me talking to you simply by clicking on a video email link or read an ordinary email?You can demonstrate your product when you send video emails to your clients and a picture says a thousands words but a moving picture with sound says much more!Imagine millions of people in the MLM business using this latest video streaming technology to communicate effectively with their marketing group and creating a second stream of income for themselves and their groups!Video email is the

correct performance, in order to achieve the Proposed Objectives, having only the available Tools.

E) The Scenario -Environment-: It is always changing, ambiguous and complex, which obliges us to analyze it constantly, in order to make the necessary adjustments.

IV. REQUIRED ABILITIES

The process of development of the competence of resilience means having and developing certain main abilities or characteristics to its’ entire potential. These abilities, which appear at the personal level, as well as at the corporate one, mean that the individual/company is:

1. Positive: Resilient individuals (or companies) have the ability to efficiently identify opportunities in turbulent environments and simultaneously have the confidence to believe they can be successful.

2. Concentrated: Resilient individuals (or companies) have a clear vision of what they want to reach and use this objective as their personal star that will guide them whenever -at some stage of the process- they feel disoriented or uncertain.

3. Flexible: Resilient individuals (or companies) act effectively and with a wide margin in the use of both internal and external resources, developing their creativity and establishing strategies to respond to changes.

4. Organized: Resilient individuals (or companies) use a structured (organized) approach to handle ambiguity and thus plan and coordinate effectively the implementation of strategies.

5. Proactive: Resilient individuals (or companies) carry out actions when they face uncertainty; they adapt themselves to risks, they measure them and adjust to them, instead of looking for comfort.

6. Adaptable: The development of resilience in persons and companies is not a process of stable and linear growth. Each individual and company have their own speed for change, which is -in any of both cases- the result of their capacity to adapt themselves to new situations with minimum dysfunctional behavior.

The rhythm within which one can recover and adapt to the new scenario after the confusion created by uncertainty will be stated by the development

Healthcare Communications Set To Take Off
After the telecom thunder and the retail rush in India, Healthcare seems to be the next biggest bet for everyone. With promises of many billions of Indian Rupees, large diversified conglomerates such as Reliance, Birlas, Tatas are all betting their money in the Indian healthcare delivery space. As has been with other high growth sectors in India that witnessed a rapid meteoric rise, those who don’t jump into the bandwagon quickly are likely to miss the speeding bus completely. Industry experts promise that among other businesses which will ride the crest of this healthcare delivery boom will be the erstwhile non-starter business of healthcare communications.Many communication giants who were early starters in healthcare communications (having started two to three years ago) in India had to face the embarrassing ignominy of their businesses not taking off despite repeated attempts at survival. Some continue to struggle, but on the whole, it would be safe to say that most have been decimated by being ahead of their time. Some continue to adorn the garb of existing as healthcare communications agencies on the face of it, but beneath the surface their survival instincts have taken the better of them and they are doing all but healthcare communications while waiting for the elusive critical mass of clients.But today, after the many months of vacillation and intemperate behaviour, the healthcare sector are finally going to go the way of the ‘boom’ sectors. But before entering this field do not forget to read the warning sign which proclaims, “Enter at your own risk. Blink and the race will be over”.Today’s signs that show the glimpse of a different tomorrow. Lets take a look at the signs - Reuters has projected 2007 to have the highest year-on-year earnings growth, medical tourism has grown ten-fold from 2000 to have over 1,00,000 medical tourists tou

I. INTRODUCTION

The term resilience, which is of frequent use in the psychotherapy area, has recently started being used in the corporate field.

In fact, this term came up in our language as a technical term, with the following meaning:

“The power that certain materials –mainly metals- have of resuming its’ original form or shape after a strong level of pressure or compression".

Obviously, this is not the concept that we are going to use all along the present article, but the one that refers to “human resistance to stress, changes and pressures and the capability of recovery”.

Within this framework, we define Human Resilience as:

“The ability and capability of certain individuals to strengthen themselves and bounce back after several situations of strong stress and change”.

Seen this way, there is no ethical judgment about this capability or competence, it is neither right nor ethically wrong, it exists or not and, if it doesn’t, it is really convenient to develop it.

We can also talk about Resilience in companies, which we define as: “The ability to absorb large amounts of disruptive change without a significant fall in their productivity and the ability to immediately regain its’ equilibrium”.

Recent studies have demonstrated that an individual’s resilience level –that is to say, how far has this competence been developed- is which determines his/her failure level at situations of extreme change and stress. This level is widely superior to the results we may obtain, based only in education, training and experience.

Resilience has been considered and studied by several authors, from different angles. They cover as from the causes why certain people can overcome and recover from the horror of Concentration Camps, from cancer –being able to live with and cope with this illness-, as from corporate decisions, made in ambiguous and stressing environments produced by permanent changes.

However, some of these views sometimes face specific aspects in a partial way, strongly focusing on certain characteristics, which can result in a limitation to see totality. This is why several really deep studies, due to their analytical cut, center in a certain aspect, losing global view.

We will, therefore, try to hereby offer a systemic view to permit us visualize the parts, without losing the global view.

II. BUILDING BLOCKS

Resilience has four strong Pillars, or Building Blocks:

1) The existence of future objectives:

So as to face crisis, adversity, permanent change, stress caused by certain situations, we must have objectives and results to be obtained.

Those who are not able to view any future goal will let themselves be defeated.

Nietzche, in a famous phrase, said: “those who have something to live FOR are capable of standing almost any HOW”.

It is often said that human beings need certain degree of balance in their lives, but this is not completely true. Human beings need to face challenges for the sake of their survival, development and maturity; and the tension that is produced -between what they have achieved and what has yet to be achieved or the gap between what something is and what it should really be- is what allows them to develop their potential.

At the corporate level, this base also includes the possibility to develop the capability to visualize objectives to be achieved, however complex and ambiguous the market can be. Once this competence has been completely developed, dangerous situations start to be considered as true opportunities.

2) Facing Reality:

This second building block consists of accepting the reality of my situation and that of my company. This does not mean we are simply speaking of an optimistic condition; optimism is always necessary, as long as it does not produce a reality distortion.

In individuals, as well as in companies, there must be a clear difference between Present, Past and Future, which are connected but, at the same time, clearly different.

Past Present Future

The existence of future objectives makes the process of facing and accepting reality easier -no matter how difficult and complex reality may seem; on the contrary, the man –the team, the company- that is not able to view any future goal will be defeated by the present time problems.

When the future disconnects itself from the present, and possible objectives are not viewed, there is a tendency to regression, to look backwards to the past as a way to contribute to pacify the present and all its’ fears, making it seem less real. But, abandoning the present may also mean losing the meaning of life.

Past Future

Present

People who have this condition, that is to say, a certain resilience level, are realistic; they possess a clear vision of their present and especially of those parts of reality that are really important in order to live.

I understand and accept my situation today. This also happens in companies, where efforts are doubled to keep searching for niches that will enable a successful progress, instead of giving up and not fighting for survival.

3) Searching for sense:

This third column is based on the value system.

It consists of the ability to see reality and, from there, find a sense in terrible things, not considering yourself a victim: “Why is this happening to me?”, “What’s happening to my company?”, “Why is this happening?”

People who have developed the competence of resilience “create -through suffering, stress and change- positive elements that can have a meaning for themselves and the others.”

The same happens with resilient companies: they do not think “Why me?” but “Why not me, too?” and they start building values that make recovery possible.

Being able to find a meaning for things –“values”- does not mean that these values will last for ever; this circumstance carries the need of establishing a feedback process that really sustains and strengthens the permanence of the established values.

4) The ability to perform things with elements at hand:

This last column is the one that establishes the relationship between today (reality) and tomorrow (objectives) and, in serious situations of important change and/or deep crises, it enables the existence of a degree of invention capability and flexibility to improvise solutions for one or several changes, using the tools that are available at the moment. Consequently, it permits the development of the process that makes the way from “Today’s reality” to the future that shows us the new objectives of “Tomorrow” and its’ performance with the tools we already have.

III. SYSTEM THINKING AND RESILIENCE DEVELOPMENT PROCESS

Considering the process of RESILIENCE within system thinking allows us to understand not only how this process merges into the Company’s Strategy, but also which are the steps that its’ implementation will require.

This process, developed both at personal as well as corporate level, has a constant flow between TODAY’s reality and TOMORROW’s objectives, and it enables -by means of permanent feedback- the maintenance of values and its’ adjustment, in order to successfully cover the gap between the actual reality and the expected objective.

This process is constantly being adjusted through analysis and understanding of the environment that will state the speed of the adjustment to the change.

The process starts with:

A) Where we want to be -Tomorrow-: Which are the objectives we want to achieve. As Covey says, “We must start, having an objective in mind". It is essential to develop the capability to visualize the existing opportunities in an uncertain future, despite the ambiguous present.

B) How we will know we have reached that desired future: It is necessary to establish a feedback system strongly connected to our value system, which will allow us to measure the success obtained in the way towards the achievement of objectives, as well as to reinforce the Value System.

C) Where we are today: One of the main stages is to have an accurate knowledge of our reality. This will enable us to know our Strengths, Opportunities, Weaknesses and Threats.

D) The Process: "The ability to perform things with elements at hand ": We should plan the way that will enable us to establish an Implementation and Follow-up Model by means of a correct performance, in order to achieve the Proposed Objectives, having only the available Tools.

E) The Scenario -Environment-: It is always changing, ambiguous and complex, which obliges us to analyze it constantly, in order to make the necessary adjustments.

IV. REQUIRED ABILITIES

4. Organized: Resilient individuals (or companies) use a structured (organized) approach to handle ambiguity and thus plan and coordinate effectively the implementation of strategies.

5. Proactive: Resilient individuals (or companies) carry out actions when they face uncertainty; they adapt themselves to risks, they measure them and adjust to them, instead of looking for comfort.

The rhythm within which one can recover and adapt to the new scenario after the confusion created by uncertainty will be stated by the development

Working ON Your Business
I've noticed that to the degree that I've taken my own coaching in the area outlined below, the more my own business on purpose has flourished.So, here's my question to you:Are you working ON your business or only IN it?Do you want to know one of the major 'blind spots' that I find prevent so many health care professionals from reaching their business goals and is a significant contributor to professional burnout?It's the failure to carve out the time to work on your business. It's really easy to understand how this happens. Most health care professionals didn't enter their profession to become business owners. What guided them to their chosen profession was a desire and passion to make a difference by helping people in some way, whether it was helping them by taking care of their animals as with veterinarians, or by helping them with their own health as with dentists, physicians, and chiropractors, or by helping people reach their life goals as with coaches.We all seem to have this common blind spot because we mostly just want to help people in our chosen way. Being a practice/business owner simply comes with the territory, so we often get caught up in vetting, doctoring, coaching, etc. and fail to realize that to make the biggest difference with the most people and to reap the financial rewards that come with that, we have to devote a fair amount of time to working on our business as well.What Does It Mean To Work 'On My Business?'While there are many ways to answering that question, one of the simplest ways is by looking at what a business is. It'll take us a long way to helping us understand when we're working ON the business and when we're working IN the business.To paraphrase Michael Gerber, business guru of 'The E-Myth' fame, a business is a set of systems and structures that allow us to deliver on

ion to see totality. This is why several really deep studies, due to their analytical cut, center in a certain aspect, losing global view.

We will, therefore, try to hereby offer a systemic view to permit us visualize the parts, without losing the global view.

II. BUILDING BLOCKS

Resilience has four strong Pillars, or Building Blocks:

1) The existence of future objectives:

So as to face crisis, adversity, permanent change, stress caused by certain situations, we must have objectives and results to be obtained.

Those who are not able to view any future goal will let themselves be defeated.

Nietzche, in a famous phrase, said: “those who have something to live FOR are capable of standing almost any HOW”.

2) Facing Reality:

In individuals, as well as in companies, there must be a clear difference between Present, Past and Future, which are connected but, at the same time, clearly different.

Past Present Future

Past Future

Present

3) Searching for sense:

This third column is based on the value system.

People who have developed the competence of resilience “create -through suffering, stress and change- positive elements that can have a meaning for themselves and the others.”

The same happens with resilient companies: they do not think “Why me?” but “Why not me, too?” and they start building values that make recovery possible.

4) The ability to perform things with elements at hand:

III. SYSTEM THINKING AND RESILIENCE DEVELOPMENT PROCESS

This process is constantly being adjusted through analysis and understanding of the environment that will state the speed of the adjustment to the change.

The process starts with:

C) Where we are today: One of the main stages is to have an accurate knowledge of our reality. This will enable us to know our Strengths, Opportunities, Weaknesses and Threats.

E) The Scenario -Environment-: It is always changing, ambiguous and complex, which obliges us to analyze it constantly, in order to make the necessary adjustments.

IV. REQUIRED ABILITIES

4. Organized: Resilient individuals (or companies) use a structured (organized) approach to handle ambiguity and thus plan and coordinate effectively the implementation of strategies.

5. Proactive: Resilient individuals (or companies) carry out actions when they face uncertainty; they adapt themselves to risks, they measure them and adjust to them, instead of looking for comfort.

The rhythm within which one can recover and adapt to the new scenario after the confusion created by uncertainty will be stated by the development

Gaining Free Publicity Through Press Releases
One of the greatest ways to promote your product or service is with publicity. Many people have little, if any, understanding of how to go about securing publicity, never mind free publicity. Fact is, people will pay more attention to free publicity than they often do to paid advertising.A simple way to gain free publicity is to write and distribute a well-written and well-formatted press release. A good press release is one of the most effective, and yet, most underutilized, of publicity tools. Simply put, a press release is an announcement you send to magazines, trade journals, newspapers, and newsletters. Also to radio and television. Often what you send to radio and television are referred to as PSA’s (Public Service Announcements).I have one client who hosted an event and submitted one well-written and well-distributed press releases to the media. When the release made it in print, they went from having a 50% booking for their event through some direct mail efforts to filling up the entire room in less than 48 hours. This was worth a substantial amount of money to them.Necessary stepsPrior to writing a press release, determine the following:Who is your target market?What is your target media?Who is the contact person at the media outlet?What is the timeframe for submission?Do you have an attention-grabbing headline?Do you know the who, what, when, where, why, how?Do you have good quotes, research and technical date if appropriate?Develop a system for writing and distribution of releases. Stay organized. Know how to send the press release to a specific media outlet and person. Each has their own preference as to how they want to receive it. It will be to your benefit to find out. A quick phone call will often provide you with t

m; on the contrary, the man –the team, the company- that is not able to view any future goal will be defeated by the present time problems.

Past Future

Present

3) Searching for sense:

This third column is based on the value system.

People who have developed the competence of resilience “create -through suffering, stress and change- positive elements that can have a meaning for themselves and the others.”

The same happens with resilient companies: they do not think “Why me?” but “Why not me, too?” and they start building values that make recovery possible.

4) The ability to perform things with elements at hand:

III. SYSTEM THINKING AND RESILIENCE DEVELOPMENT PROCESS

This process is constantly being adjusted through analysis and understanding of the environment that will state the speed of the adjustment to the change.

The process starts with:

C) Where we are today: One of the main stages is to have an accurate knowledge of our reality. This will enable us to know our Strengths, Opportunities, Weaknesses and Threats.

E) The Scenario -Environment-: It is always changing, ambiguous and complex, which obliges us to analyze it constantly, in order to make the necessary adjustments.

IV. REQUIRED ABILITIES

4. Organized: Resilient individuals (or companies) use a structured (organized) approach to handle ambiguity and thus plan and coordinate effectively the implementation of strategies.

5. Proactive: Resilient individuals (or companies) carry out actions when they face uncertainty; they adapt themselves to risks, they measure them and adjust to them, instead of looking for comfort.

The rhythm within which one can recover and adapt to the new scenario after the confusion created by uncertainty will be stated by the development

Successful Non-for-Profit Fundraising Letters Share Eight Qualities
You’ll be encouraged to know that the art of writing effective fundraising letters can be learned. I learned it. So can you.Successful fundraising letters share a number of things in common. Once you know what these things are, your letter is already half-way written. Before I share what they are, let me explain what I mean by a “successful” or “effective” fundraising letter. I mean a letter that generates a gift, certainly, but I also mean a letter that builds upon the relationship you have with your supporters. You can easily craft a guilt-inducing letter that brings in a donation for now but repels a donor forever. Successful fundraising letters take the long-term approach, knowing that donors need to be nurtured and educated over time.So here are some things that all successful fundraising letters have in common. Include as many of them as you can in each letter you write.1. Is personal Effective fundraising letters sound as though they are written by a human being, not an institution. Unlike grant proposals or special events, they are person-to-person pieces of communication. With the exception of a phone call, fundraising letters are the closest thing that you can get to a face-to-face meeting with a donor.2. Is conversational Again, unlike grant proposals and charity auctions, effective fundraising letters read like a conversation (though admittedly a monologue) between two people. Wouldn’t you agree that good letters involve the reader? Like you, I believe that effective letters involve the supporter in the message whenever possible without sounding contrived.3. Is addressed to a person by name Don’t send form letters to make friends. Friends don’t mail form letters. They send personal letters. Letters addressed to their friends by name. My wife never sends m

the existence of a degree of invention capability and flexibility to improvise solutions for one or several changes, using the tools that are available at the moment. Consequently, it permits the development of the process that makes the way from “Today’s reality” to the future that shows us the new objectives of “Tomorrow” and its’ performance with the tools we already have.

III. SYSTEM THINKING AND RESILIENCE DEVELOPMENT PROCESS

This process is constantly being adjusted through analysis and understanding of the environment that will state the speed of the adjustment to the change.

The process starts with:

C) Where we are today: One of the main stages is to have an accurate knowledge of our reality. This will enable us to know our Strengths, Opportunities, Weaknesses and Threats.

E) The Scenario -Environment-: It is always changing, ambiguous and complex, which obliges us to analyze it constantly, in order to make the necessary adjustments.

IV. REQUIRED ABILITIES

4. Organized: Resilient individuals (or companies) use a structured (organized) approach to handle ambiguity and thus plan and coordinate effectively the implementation of strategies.

5. Proactive: Resilient individuals (or companies) carry out actions when they face uncertainty; they adapt themselves to risks, they measure them and adjust to them, instead of looking for comfort.

The rhythm within which one can recover and adapt to the new scenario after the confusion created by uncertainty will be stated by the development

Starting A New Business In IT and Getting Clients
Starting a new business is difficult. Customers don't typically come calling on you right away. Everyone starts somewhere and not all of your first clients will be long term, sweet spot clients.Starting a new business means you don't have your business foundation completed yet. At first you need to get clients - any clients. These are called stepping-stone clients. They are what will bring in your early revenue. You also need to start acquiring positive business testimonials. Again, you need steppingstone clients for this.Six months after starting a new business is when you can start to get more selective. Earlier than that your accounts will typically be smaller than you would like. That's ok because you need to be confident that when you are starting a new business these smaller clients will eventually be replaced by your ideal, sweet-spot clients.Types of work to expect when starting a new business include:LAN audits MCSC tutoring Training seminars Small peer to peer jobs Upgrades PC tune-ups Light web site design Optimization and troubleshootingWhen you're starting a new business your personal and business network are critical. These contacts will be the ones who will refer you to small jobs. As you complete these small jobs word will spread about your services. Not long after starting a new business and finishing these types jobs, more referral business will start flowing in.Bottom Line on Starting A New BusinessYou can't afford to ignore any business when starting a new business. You also can't get discouraged. Starting a new business is an exercise in patience and diligence. You never know where one of your small jobs might lead you. There is lots of time to be selective with your clients - starting a new business is not the time.Copyright MMI-MMVII, Small B

correct performance, in order to achieve the Proposed Objectives, having only the available Tools.

E) The Scenario -Environment-: It is always changing, ambiguous and complex, which obliges us to analyze it constantly, in order to make the necessary adjustments.

IV. REQUIRED ABILITIES

4. Organized: Resilient individuals (or companies) use a structured (organized) approach to handle ambiguity and thus plan and coordinate effectively the implementation of strategies.

5. Proactive: Resilient individuals (or companies) carry out actions when they face uncertainty; they adapt themselves to risks, they measure them and adjust to them, instead of looking for comfort.

The rhythm within which one can recover and adapt to the new scenario after the confusion created by uncertainty will be stated by the development level of the competence of resilience; this is the most important factor to increase change speed. The greater the development of the competence of resilience is, the faster the adjustment to new scenarios/situations and the recovery from uncertainty will take place.

V. THE ROLLERCOASTER OF CHANGE

However, if this process is not faced as a whole, if we do not observe its’ development carefully, if we do not put into practice a permanent feedback model or do not see the reality that surrounds us -which produces new changes from a critical point of view-, we could cause retreats that will affect the development of our resilience potentials.

We can draw this retreat possibility, the existence of peaks or valleys, using the so called Rollercoaster of Change. There we see the change cycle, which is developed throughout several stages of depression or euphoria, actives or passives, which -if correctly accompanied- end up in acceptance and commitment:

THE ROLLERCOASTER OF CHANGE

When faced, the change process, the situation ambiguity, uncertainty and stress, usually produce a shock, which ends up in immediate paralysis.

When resilience capacity has not been developed, denial takes place immediately after; the current situation, is not accepted, it is denied as if it were not a part of my reality.

The first step to a positive affirmation is accepting that the situation exists and that I am involved in it; this state initially causes an anger effect and then a victim feeling –“Why me?”, “What should I do?, Fall into depression?”.

As we advance in maturity and growth, we reach rationalization: we are not victims but are not part of reality either, or we do not seek to advance to the fulfillment of the objectives that will allow us to overcome the situation.

This is one of the most dangerous stages, as through rationalization we can end up in a quasi-autism condition, which will move us away from reality.

Finally, we reach the end; resilience potentials have been developed and individuals (or companies) reach acceptance and consequent commitment to face reality and move to the stage of fulfilling objectives.

It is only by means of an adequate coaching and a feedback model that will allow us see the real situation, that we will be able to complete the cycle effectively and prevent the fall or retreat to the previous stage.

RESILIENCE - THE HOLISTIC VISION

HOW TO IMPLEMENT THE PROCESS OF RESILIENCE DEVELOPMENT IN YOUR COMPANY

A successful implementation is not necessarily a highly complex process, but it requires its’ several parts to be correctly installed, always having the holistic vision in mind.

In order to develop it correctly, so that its’ employees and the company -as a whole- can start a growth of their resilience potentials -at the individual level as well as the corporate one- the following steps should be considered:

ORGANIZATIONAL DIAGNOSIS

1) Conducting a previous meeting in order to show the whole process, its’ main stages, critical success factors, feedback system and persons to be involved.

2) Performing an adequate Organizational Diagnosis, which will make the assessment of the current reality possible.

3) Establishing and/or reaffirming the value system.

4) Defining the business’ future objectives.

5) Determining roles and responsibilities of those involved in the process’ implementation.

6) Designing the implementation and follow-up model and the corresponding tools.

IMPLEMENTATION

1) Training participants in the development of the REQUIRED ABILITIES and in the implementation of the tools which have been tailor-made for the Organization’s needs.

2) Verifying the obtaining of feedback by assessing results and advance.

3) Analyzing alternatives and suggesting new ways, according to obtained results, keeping a permanent look on the surrounding Environment.

4) Supporting the adjustment to the new situation, when required.

5) Implementing a model of permanent support.

BIBLIOGRAPHY

* Carnegie, Dale.
* Conner, Daryl R.
* Coutu, Diane L.
* Covey, Stephen R.
* Frankl, Victor
* Gundry, L. - La Mantia, L.
* Haines, Stephen G.
* Melillo, Aldo - Su?rez Ojeda, Elbio N?stor

*Images could not be included in this format. If you would like to have the full version, please contact us at: ocastello@castello-net.com.

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The variable that has the greatest impact on a company’s bottom line is its employees. In today’s business, that population is 50% women. One of the most misunderstood and unknown issues in personnel management currently is that women are leaving corporate America.

Do you ever notice or even pay attention to how many times your competition appears in the media? Did you ever wonder how or why the same professionals are interviewed as experts in the media? Do you realize the positive impacts that can result from your visibility in the media? Well, if you have noticed and do realize the potential benefits of media attention, what have you done about it? If you want to increase your visibility in the media, then you must commit to implementing some simple strategies to do so. Your strategic thinking business coach offers the following seven (7) simple strategies to gain media attention and visibility.

Are you a professional writer who wants to maximize your exposure to potential markets and editors? Would you welcome free publicity? Does boosting your image as a writer interest you? Then you need a media kit.

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