A friend of mine, who is one of the most brilliant people I’ve ever met, unfortunately has very poor communication skills. Even as an honors student, the one subject in school that she never quite seemed to grasp was English. Her intelligence has gotten her far, but she is slowly realizing that she really must sharpen her grammar knowledge in order to be taken seriously.

Grammar is the foundation for communication, but another skill that must be mastered is presentation. Even proficiency in written communication is not enough to compete with the best these days. In order to stand out in a sea of cookie-cutter professionals, one must convey these skills through writing, express them verbally, and finally put them into action. The difficult part here is the verbal presentation. Even the most skilled individuals can appear to be unintelligent through the use of ineffective communication styles. The trick is to convince those around you of your knowledgeability.

Here are some questions to ask yourself when evaluating your communication skills:

How did people react when I spoke? The effectiveness of communication can be easily determined from initial reactions. If colleagues respond negatively or meet your contributions with criticism, your delivery could probably use some work. Positive reactions signal effective portrayal.

Did I make my point? If you are successful in your communications, co-workers will listen carefully and they will take your views into consideration. If you leave meetings feeling as if your point was not accurately conveyed or as if you could have said more to express your thoughts, the chances that others fully grasped your initiative are slim to none.

Did people respect my opinions? Co-workers won’t waste any time on ineffective arguments. Superior ideas will immediately be presented and meetings will move forward quickly from points they perceive to be invalid. If your ideas are generally held in high esteem, others will ask for your thoughts.

If you feel as if your methods of communication don’t quite measure up to those around you, it’s definitely worth the time and effort to reevaluate your techniques. Your peers and your career will surely realize the benefits.

Adapted from “5 Ways to Determine If Your Communication Style is Hurting Your Career,” Kathy Caprino, Forbes.com

A mentor once told me to “work smart, not hard,” and I initially pushed the thought aside in order to do just what he was cautioning me to avoid. It seemed like such an obvious and simple concept that I automatically assumed I was already applying it to my work. It wasn’t until that night as I was mulling over the happenings of my day before bed that I finally came to a realization:  I wasn’t as “smart” as I had previously thought. I had spent my day working through tasks that could have been more easily completed by someone else. It will forever be a struggle of mine to delegate tasks to others and to further prioritize those that I am best suited to complete.

Taking on too much at once creates a sense of what John Kotter, chief innovation officer of Kotter International, calls “false urgency” in a contribution to Forbes’ website. This illusion of a critical situation is essentially a response to the stress created by an overwhelming amount of work looming in the future. We must learn to recognize legitimate urgency for what it truly is and to adjust accordingly. Too much activity is a breeding ground for anxiety, which can only lead to more substantial problems.

Some keys to working smart include:

1. Prioritize – Keep a complete list of tasks that you must complete. Even keeping track of the smallest duties can help you effectively plan your day. Try using word processing software or to-do list applications so you can easily delete and reorder items, and arrange these items in reverse order of due date. Especially crucial tasks should be highlighted and possibly moved to the top of the list.

2. Delegate – It is often horribly difficult to pass work onto others. We can only completely trust ourselves to get the job done correctly, right? While this may be true, certain tasks must be prioritized and entrusted to the care of others for the sake of time. It’s okay to keep a watchful eye out at first, but try to build trust with peers. Learn their specific strengths and make assignments accordingly.

3. Organize – An effective presentation is one that is structured and streamlined. Basically, get to the main point quickly. The minds of busy colleagues are likely to wander should you include heaps of meaningless “fluff” in your argument. Time wasted on an unorganized mess with an unclear objective can be better spent on issues that truly matter.

4. Evaluate – Take the time to step back from your projects, and ask yourself, “Is this really necessary?” Are you making progress? Is your work truly accomplishing something beneficial? By eliminating things that are irrelevant or insignificant, you can find more time in your hectic schedule to devote to what really matters. Remember, it’s okay to take shortcuts as long as you don’t let the quality of your work suffer.

In summary, keep things simple. Work smart, not hard, and never lose focus on the ultimate goal.

Adapted from, “Why Busy Work Doesn’t Work,” John Kotter, Forbes.com

Okay.  It’s no secret my friend is a bit of an introvert. He doesn’t feel compelled to fill silence with small talk just to hear himself speak. Nor is he a pseudo-intellectual who wants to dazzle you with his brilliance by spouting off facts and data he memorized. He’s just a very intelligent man with a wealth of knowledge and experience that is cushioned by a strong work ethic and a warm personality. He treats people the way he wants to be treated, and understands the importance of feedback…whether it’s positive or about an area that can be improved upon.

So does this make him less than a leader?

Having been a product of the corporate world for more than 24 years, I remember all too well the colleagues with the big titles who sat at the executive table and raised their voices (loudly) to make a point. Sometimes a fist would bang or a door would be slammed as they stormed out of meetings. Often a caustic remark was interjected as the decibels increased.

I’ll give you, that kind of behavior doesn’t speak well of the corporate culture, but these were the individuals identified as the leaders or high performers. That aside:

Did this make the individual a better leader? Did they get the results they wanted? Did it help the organization move forward or enable a team member to innovate or achieve on their own? I can confidently say, “No. It did not.”

I thought of my friend, and others I have met along the way, who fall under “the curse” of being on the quiet side as I read this article. I thought I would share so that we’re all reminded that sometimes introverts make the best leaders:

There’s good reason why 40% of executives describe themselves as introverts. From broker Charles Schwab to Avon chief Andrea Jung, “innies” possess these traits of quiet leadership:

1. They think first. Even in casual conversation, leaders learn by listening. They realize that their authority alone makes them visible, so they use their calm demeanors to make a statement. Just one thoughtful comment in a meeting can move a group forward.

2. They run deep. Leaders delve into ideas. Deborah Dunsire, a physician and president of a biopharmaceutical company, schedules walk-around time. “I would say, ‘Hey, what is keeping you up at night? What are you working on? Where can we improve?’

3. They exude calm. Because they are low-key, introverted leaders project reassurance and confidence in times of crisis. One executive tells himself before networking events, “I can do anything for 30 minutes.”

4. They write it down. Comfort with the written word helps leaders explain the reasons for their actions and also documents those actions.

5. They enjoy solitude. Introverts recharge by spending time alone. Regular time-outs fuel their creativity and decision-making. During high=pressure periods, this helps them stay reflective, not reactive.

Martin Schmidler, VP at a food service company, tells his people he needs time to absorb what he learns, and he is clear on how and when he’ll get back to them. He consistently follows through.

- Adapted from “Why Introverts Can Make the Best Leaders,” Jennifer Kahnweiler, Forbes.com.

Do you have questions about what is expected of you?

The City of Bloomington Volunteer Network is pleased to announce the launch of the Nonprofit Board Certificate Program. This certificate will be offered to individuals who complete a ½ day seminar consisting of four one-hour sessions.  These sessions cover the regulations, legal responsibilities, financial and fundraising obligations, and ongoing activities involved in serving as a member of the Board of Directors of a nonprofit organization in Indiana. Each of the four sessions includes opportunities for discussion as well as hands-on workshop activities.

Nonprofit Board Certificate Program

Date: Thursday, Oct. 20 from 1-5 p.m.

Cost: $25 per person

Location: Council Chambers of City Hall (8th and Morton St. Bloomington)

To register: Go to www.bloomington.in.gov/volunteer

Mail payment to: City of Bloomington Volunteer Network PO Box 100 Bloomington IN 47402

If you have questions or need an invoice: Contact Bet Savich, Director, City of Bloomington Volunteer Network at 812-349-3472 or volunteer@bloomington.in.gov

_______________________

Benefits to businesses of their employees joining nonprofit boards:

• Nonprofit boards provide a learning environment to cultivate leaders, including the ability to think and act more strategically. These skills will transfer back to your work place.
• your business or corporation’s name will be extended out into the community through professional networking
• employee morale, retention and recruitment will be enhanced by the opportunity for board service
• your employees will contribute critical business expertise to a local nonprofit organization which also contributes to both the quality of life and the economy. These skills include finance, mergers, public relations, human resources, law, real estate, accounting, and other core areas.
• In addition to the practical skills which your employees contribute, they will also focus their time and attention on the organization’s mission and vision, and how to achieve it. This will carry over to their thinking about your business.

The Volunteer Network’s Purpose in bringing this training to the community:

• To provide individuals from businesses, from the professions, and from the general community who currently serve or are considering serving as volunteer members of a nonprofit board of directors with a strong grounding in the roles and responsibilities involved with such service.
• To provide interested nonprofit organizations with an excellent resource for potential new volunteer board members – individuals that have demonstrated interest in nonprofit board service as well as the knowledge needed to be an effective board member
• To strengthen and transform the Monroe County nonprofit landscape by elevating the performance of its governance teams.

The program will answer questions such as:

-          How do I find out what will be expected of me?

-          What should I expect from the organization?

-          What are my financial and legal responsibilities?

-          What authority do I have – and do others have?

-          Will I have to raise money?  If so, how do I go about it?

-          What questions should I be asking if I’m asked to serve on a nonprofit’s board?

-          How can I make a significant and positive impact on the organization – and on our community?

Requirements:

• Completion of the four hour Nonprofit Board Certificate Program
• Completion of an “Areas of Nonprofit Board Interest” questionnaire (given during final session)

Each individual who completes the program may opt to be included on a list available to organizations which are actively seeking board members. After 12 months, individuals who wish to continue to be listed must participate in a free one-hour workshop which provides updated information on nonprofit regulations, the opportunity to share board experiences and the opportunity to update your questionnaire.

This program is supported by the Greater Bloomington Chamber of Commerce, Leadership Bloomington Monroe County Alumni Association, NonProfit Alliance of Monroe County, and United Way of Monroe County.

Elizabeth D. Savich, Director
City of Bloomington Volunteer Network
volunteer@bloomington.in.gov

Let’s hear from Joe:

You may have recently heard about the passing of the Durbin Amendment through Congress. The Federal Reserve recently issued its final ruling on interchange, or swipe fees on debit card transactions. In a nutshell, this amendment will force the banks to lower interchange fees on Visa & MasterCard debit/check card transactions to near nothing, but not every merchant accepting Debit Card transactions will benefit from this historic interchange fee reduction.

What’s an Interchange Fee?

An interchange fee is the charge assessed on a merchant every time you swipe your debit or credit card. The fee varies widely, depending on the card and the merchant, and is levied to offset the cost of fraud prevention and processing the transaction. Fraudulent charges on a debit card are relatively small, so they command lower swipe fees; signature cards have the largest swipe fees, since they often have the highest credit limits.

What does this amendment mean for consumers?

Banks have already factored in the loss of interchange revenue, and many are levying new fees on checking accounts, raising minimum balance requirements, and ending debit rewards programs. Credit card swipe fees account for 65 percent of the total interchange costs, so the savings from debit swipe fees are unlikely to be noticeable for consumers.

Although this law, effective October 1, is going to reduce the cost to process debit/check cards, it does not necessarily mean that savings will be passed to you as a merchant. Many processors will be the only recipient of these margins, and whether the merchant pockets the savings or if the credit card processor pockets the savings will be determined largely on the type of pricing model the credit card processor has a particular merchant set up on.

The Chamber invites  you to learn more:

To learn the facts about how the Durbin Amendment will impact your business’ bottom line, register online for a no charge webinars that Infintech is hosting that will help guide you through the complicated process of understanding the Durbin Amendment and its possible impact on your business.

Wed, Sep 21, 2011 9:00 AM – 9:30 AM EDT

Register Here!

To speak directly with the Bloomington Area Infintech Representative, Joe Willett, please call 812-568-6397 or email Joe at joe.willett@infintechllc.com

To conclude this summer’s Harry Potter mania, it seems fitting to study the HR implications of J.K. Rowling’s seven volumes.

Her novels explore human nature, communication dynamics, moral dilemmas, and social issues, so why not use them as a source of business inspiration?

Consider this scene from Harry Potter and the Half-Blood Prince:

Headmaster Albus Dumbledore gives Harry an urgent assignment. Harry makes one feeble attempt at completing it, but fails. He ponders other possible approaches to the task but postpones taking further action. (Sound like any employees you’ve encountered?)

Days later, Dumbledore asks Harry about his progress. After Harry describes his one measly attempt, Dumbledore sits in calm silence. He doesn’t yell or get mad. After a few moments, he simply responds, “I see. And you feel you have exerted your very best efforts in this matter? That you have exercised all of your considerable ingenuity? That you have left no depth of cunning unplumbed in your quest” to complete the assignment?

Here’s the beauty of Dumbledore’s performance management technique: By staying calm, he keeps Harry focused on performance. Managers who lose their cool miss a teaching opportunity. Why? The employee’s focus shifts away from the business at hand to managing a volatile communication.

Here are nine other business lessons from the series:

1. Recognize your prejudices. In the Potter books, we meet “squibs” (offspring who lack magical skill), “mudbloods” (witches and wizards with non-magical parents), giants, and werewolves. Various people shun them just because of their “status.” Managers: Who makes you uncomfortable? Discomfort often signals a lurking prejudice.
2. Treat people as equals, and they will give their all for you. Dobby, the house elf, blows his nose into his clothes, instead of using a tissue. Luna wears odd jewelry and rattles on about far-fetched topics that cause fellow students to label her “Loonie Lovegood.” Harry steadfastly treats them as equals. He listens to them and genuinely considers their input. Do you treat everyone as equals, regardless of their job or salary? When you do, they’ll go to the mat for you.
3. Choose competence over pedigree. Some think Hagrid’s lack of credentials should disqualify him from teaching Care of Magical Creatures, despite his clear gifting with critters.Are you passing over great candidates, because they have diplomas from community college instead of Harvard?
4. Pause before judging an employee’s potential. Neville Longbottom can’t seem to get anything right in the early books. In one class, he ends up suspended from a chandelier. Physically clumsy and lacking confidence, Neville becomes fodder for pranks and bullying. Yet he emerges as a key hero later on. Have you written off any employees as “lacking potential?” Take a second look.
5. Speak up if you see what’s holding an employee back. Neville is extremely gifted in herbology. But his grandmother thinks working with plants is a “soft” occupation and actively steers him toward another career. He begins succeeding when Professor McGonagle encourages him to play to his strengths instead of his grandmother’s whims. Millennials with helicopter parents may be marching to mom’s and dad’s rotors. Help young workers break the tether and find their own flight path.
6. Avoid saying “shut up and follow the rules.” That’s oppression, not leadership.Dolores Umbridge shows what happens when you saddle people with layers of regulations. Some lose their motivation, psychologically “check out,” and continue plodding along with their heads hung low. Others rebel in disruptive ways. The Weasley twins’ exit in Book 5 is breathtaking. Are your employees plotting dramatic departures?
7. Be humble enough to change your mind publicly. Harry Potter has many reasons to hate Severus Snape, who constantly makes disparaging remarks about the young wizard. But in the end, Potter gets new information that reshapes his thinking. Harry names his second child Albus Severus Potter in the ultimate public reversal of sentiment. Managers: willingness to admit mistakes builds workplace trust and respect.
8. Foster collaboration. Discourage “lone cowboy” mentality. Harry and Ron would not have survived without Hermione’s textbook knowledge. None of them would have made it without help from Aberforth, Order of the Phoenix, and Dumbledore’s Army. Does your organization reward prima donnas or great team players?
9. Break the elder wand. Power corrupts. Succeeding in business isn’t about collecting power. It’s about serving others and improving the world in some way. How are you personally making a difference in the workplace?

The other day, I was reading an article on a newspaper web site and, as is often the case, it offered an opportunity for readers to voice an opinion about the article. I have mixed feelings about such forums. Some of the responders offer positive or constructive comments while a few others are folks who just love to stir the pot with negativity. You know them, they’re Cavemen. Citizens Against Virtually Everything. They’re never happy and they want the world to know it.

I was having coffee recently with a site selection consultant friend and asked him if he ever looks at such forums while in the process of evaluating communities for prospective jobs projects. “I sure do,” he said, “and I sometimes find alarming information.”

He told me that once he has narrowed his list of communities to a handful, maybe three to five, he’ll visit media web sites, looking for stories or forums that might reveal issues that could present challenges to his client. He said he will also listen to streaming television or radio broadcasts to hear which issues are being discussed. “Election seasons can be very revealing,” he said, “all of the dirt is in plain sight.”

He also said that he’ll go to the city or county web site and read the minutes of council meetings. In addition to learning how elected officials handle incentives and other issues, he finds out how they interact with the business community and one another. Do they work together in a positive, community-building manner or do the minutes reveal a tone of incivility that he might choose to avoid? In these days of internet connectivity, your community’s brand reputation is out there for the world, including prospective employers, to see.

Secret shopper site visits

Have you heard of secret shoppers? That’s when a company hires someone to go into a retail establishment, posing as a customer, in order to report back about their experience. Were the employees friendly and helpful or were they rude? Did they offer assistance or were you ignored? How was the food?

Site selection consultants, under contract to find a new home for a prospective employer, sometimes do the same thing. Without the knowledge of the economic developer or elected officials, a person or team of people will show up, blend in, and observe. They’ll eat in your restaurants, stay in your hotels, visit your retail establishments, and interact with your citizens. Are they polite, friendly, and positive about the community or just the opposite?

A site selection consultant once told me about a secret shopper visit when he asked a young man, “What’s the one thing I should see while I’m here?” Without hesitation, the young man said, “The town in your rear view mirror.” Ouch!

While on a secret shopper mission, the team will report on any number of things, such as road conditions, your industrial park, schools, community entryways, the downtown area, and much, much more. Based on their findings, your community can advance to the next level of consideration or be cut from the list if they don’t like what they see and hear. And, here’s the shocker, you may never know they were there.

I’ve often thought there was an opportunity for a Chamber of Commerce to provide a program to inform retail members about how they impact such visitors.

So, who is responsible for a community’s brand? Everyone! It’s not just the job of the county council, the Mayor, or the economic developer. The hotel clerk, waitress, school teacher, store owner, and any citizen can make or break a major jobs deal. When your community is in the top three of five, a site selector has already crunched the numbers and done his or her homework about the financial or workforce aspects of the deal. Any of the communities on the “short list” would work. Now, they’re looking at the little nuances, any reason to take you off the list. It doesn’t take much.

Each person in a community is a keeper of the local brand. At Brand Acceleration, we are occasionally called upon to develop a community pride campaign. Working with local leaders, we develop ways to build enthusiasm and pride in the minds of citizens. We remind them that their town, city, or county is a wonderful place to live, work, and raise a family. If such an effort results in one positive comment to just the right person, it could help result in the attraction of hundreds of jobs and a thriving local economy.

As with the newspaper mentioned above, you can share your stories and opinions by clicking here to go to my blog.

Jim Walton

CEO

jim@brandaccel.com

www.brandaccel.com

Brand Acceleration is a full-service advertising, brand management and public relations firm operating from Indianapolis, Indiana and Charlotte, North Carolina. The agency’s focus is on economic development, architecture/engineering/construction and real estate.

The survey found that 31 percent of leaders did not consider a lack of time in their day an issue in their roles. For the other leaders in business, the survey revealed some telling information about what causes the lost time and how it can cost companies money. More than half of those surveyed said they lose nine work hours a week due to a lack of organization and 57 percent said they lose six work hours a week because of a lack of time due to disorganization.

Disorganization not only hurts deadlines, projects, and leadership accountability, but can cost companies money in lost hours and missed business opportunities. According to the survey, disorganized employees who earn $50,000 a year can cost companies an estimated $11,000 a year in lost hours. Whether it’s office and desk clutter or a flood of unorganized emails every day, lack of time management can hurt the entire company.

But, the affects of this lost time are not only contained at the workplace. In a 2009 survey conducted by AOL, 62 percent of at-work email users check their work email over the weekend, and 50 percent check it while on vacation. This trend can lead to stress in workers’ lives which can cause more strain and distraction while they are at work. Taking work home leads to health problems as well. In a 2008 Health of Financial Advisors report, 63 percent of the respondents who said they lacked time management skills, also experienced health issues including sleep apnea and high blood pressure.

In the hiring trends survey, 55 percent of those surveyed said their company did not provide training on managing increased workloads. As a company leader, it’s important to take action by holding a class and providing resources for employees to learn from so they become more productive and happier in their careers. As new employees join the organization, provide materials on time management expectations of the job and check back with them to make sure they’re meeting those expectations.

Stress and worry do not have to be the status quo at your organization, and the cost of letting them become part of your culture is too great to let disorganization continue. At Express, we can help your company manage the work overload by meeting human resources needs through flexible staffing, evaluation hire, and a toll-free HR hotline. We can also provide knowledge-based training programs to help your employees stay engaged and learn valuable time management techniques.

For More Information:

Tim Tucker, franchise owner

Express Employment Professionals

1907 S. Walnut St.

Bloomington, IN 47403

(812) 333-6210

Tim.tucker@expresspros.com

Teamwork is the key to building company morale. Working as a team not only helps employees work toward a common goal; it also fosters an environment where co-workers respect one another and function well together. Creating great working relationships will help streamline processes and boost productivity.

According to an Express Employment Professionals survey of 15,000 current and former clients, less than 30 percent of businesses are currently offering team building activities to boost morale.

In any business, making sure that employees work well together is essential as it makes for both a happier environment and a more profitable company. Employees who feel they are part of a team tend to provide quality work at a faster pace. What can you do to better build up your team?

Make Every Individual Feel Like an Important and Contributing Member of the Team:

• Appoint a team leader to oversee the progress and to keep everyone motivated to finish a project on time.
• Assign jobs according to each team member’s strengths for the highest level of success possible.
• Praise team members for a job well done. Acknowledge each person’s hard work and dedication and be sure to pass along any positive feedback from clients or upper level management. “Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal,” said Patrick Lencioni, author, leadership expert, and president of The Table Group.

Teambuilding Activities and Ideas:

Here are some easy tips to implement teambuilding ideas that numerous successful companies have put into practice.

• Recognize each team member’s birthday by either a card signed by everyone, a birthday cake, group gift, or simply singing Happy Birthday together.
• Volunteer for charity work as a team. Your team could raise money for a cause, run a 5K for a charity, or volunteer at the local homeless shelter serving lunch.
• Go out to lunch together at least once a month to help build camaraderie.
• Set up a team rewards system. If your team completes a project successfully, consider giving them a “jeans day,” bringing breakfast one morning, letting them leave an hour early one Friday, or giving out gift cards as a way to reward the team for working together.
• Bring in a teambuilding expert to conduct a day-long session/seminar with your team.
• Form a morale booster committee to plan yearly events such as company picnics and BBQs, company softball games, a potluck or Easter egg hunt — anything to get the company employees together to have fun and get to know each other.

Almost 40 percent of clients surveyed by Express felt that the lack of morale was from feeling unappreciated — something that can be an easy fix in most businesses. Remember, by doing team building activities, rewarding progress, and developing work relationships, businesses can make employees feel appreciated and in turn, build a more successful, productive, and happy workforce.

Overall, team building will boost office morale, and morale in the workplace is critical to the success of any organization.

For More Information:

Tim Tucker, franchisee

Express Employment Professionals

Tim.tucker@expresspros.com

Sponsorships are different from donations in that they explicitly offer publicity in return for money, which is why they are generally geared toward businesses.  Sponsor benefits can range from logos on t-shirts to an invitation to hand out awards onstage.  If the event involves a meal or admission, sponsors usually receive free tickets, perhaps an entire table.  Participation can be a substantial part of the benefit, and sponsors are usually asked, or even expected, to attend the event and provide their banner and logo.

There is nothing wrong with getting the most bang from your sponsorship dollars, and doing so helps out the organization you are supporting.   You paid the money.  Now, what can you do to get the most out of your sponsorship?

1. Set clear expectations when you commit.  What level of sponsorship are you purchasing, and exactly what will you receive in return?  Will you receive logo recognition, or name only?  How and where will your brand be displayed? in advertisements? hot linked on a website? a banner at the event?  How many complimentary tickets will you receive?  You need to know these things before you can take full advantage of your sponsorship.
2. Look for exposure opportunities that go beyond just what’s offered up front.  Ask the event organizer if they need promotional giveaways, goodie bags, door prizes, or silent auction items.  This will get your name in front of more people, and help out the organization as well.
3. Organizers view attendance as a key measure of the event’s success, second only to how much money it generated.  Make sure you promote the event within your business, and not just at the owner or management level.  Your employees will be proud that you are supporting a worthy cause, and the organization you are supporting will always appreciate more attendees.  Ask if there’s a way to get discounted tickets in addition to those included with your sponsorship.
4. At the event, have your team wear their nametags and appropriate logo wear.  If possible, don’t seat all your attendees at the same table.  Tell them to spread out so more people are aware of your support.  This has the added benefit of offering networking opportunities for your people.
5. For most nonprofits the week of the big annual fundraiser is the most demanding time of the year.  Ask if your business can provide volunteers to help out before or during the event.  In return, you will create more goodwill, and increase your visibility.
6. Protect your brand.  Keep your banner clean and flat, with no tatters or tears, and with enough grommets so that it hangs straight from any wall or suspension system.  It’s good to have banners in several different sizes, as some venues offer limited (or unlimited) room for display.  Make sure the logo file you provide is high resolution – you don’t want your logo to look pixilated when it’s blown up on a projector.
7. Publicize the event on your website and with your employees and customers.  Hang up a flier in your store or office, and offer to sell tickets.  These are all ways to draw attention to your support for the cause and foster affinity with people who are important to you.
8. If you don’t plan to use all your tickets, tell the event organizers as soon as possible.  If there’s a meal, they need to give the caterer a head count often a week or more in advance.  Or ask to ‘donate back’ your tickets for other attendees, perhaps awardees, which helps the organization cover costs.
9. After the event, ask for a summary of your benefits.  Did the organizers do everything they promised?   How often did the advertisement run on the radio, and on which stations?  How many hits did they get on Facebook?  Did your logo get any hits on their webpage?  Information like this helps you manage who saw your brand and make comparisons with other sponsorship opportunities out there.
10. If you are dissatisfied, tell someone.  Many nonprofits rely on volunteers to help with events, and things can get lost in the frenzy leading up to a big event.  Most nonprofits are small enough that you can bring your concern directly to the attention of an executive director or program manager.  It might have happened to others too, and the organization can’t address the problem unless it’s aware of it.

The Greater Bloomington Chamber of Commerce holds many sponsored events throughout the year, offering a wide range of sponsorship levels and benefits to accommodate businesses of all sizes.  We’re pleased to be able to share these suggestions based on our years of experience.

Do you have some suggestions of your own?  Visit our LinkedIn discussion group and let us know what they are.