If you’re a business executive who has written a book that you’re trying to sell then it would be smart to contact the media and promote yourself. Now that seems like a no brainier, however you would be surprised at how many people don’t do that. They tell themselves that the media wouldn’t be interested in their book so they don’t bother contacting Radio, TV, or Print media.

Now one of the challenges involved with contacting the media is figuring out who to contact, how to contact them and what to say. That’s what we will discuss in this article.

Who To Contact –

> Radio – usually there is a booking manager, someone who is responsible for booking guests. You can usually find out who they are by going to their website. The contact info for the person responsible for guests is often indicated.

> TV – again you need to find out who books guests. Go online or even feel free to call and ask who books guest. Don’t be shy, all you want is the name of the right person, your not making a pitch at this time.

> Print – here your looking for an editor, or reporter who might be responsible for book reviews, or might be interested in your story. (more on this in a minute)

How To Contact –

Use Email, on rare occasions give them a call but remember calls nowadays is a larger interruption then an email.

What To Say –

ALL YOUR GOING TO DO IS UPDATE – that’s right your not going to ask them if they might be interested in your book. Instead your going to let them know that your speaking to a group of 100 people this weekend at the Marriott to talk about your book. Or that you have 23 speaking engagements around the state, at the Kiwanis to talk about your book.

If you’re ready to go to learn more just go to: [http://www.bookbizability.com] for FREE articles, videos and audios that will help you write your own book and build your platform, promotions, publicity and profits.

Paul Godines helps Authors with the Publishing Process, building the Authors Marketing Platforms (social media, products, coaching programs) Book Promotions (virtual book tours, amazon best seller campaigns, book award competitions) and receiving Publicity for your Book (Radio/TV and in Print.)

Change happens we all know that, but when it happens in a small company, a growing company with your executive team that’s when the challenges really set in. There are many books on change management and the problems which occur with organizational capital on corporate boards. Still, with a proper leadership structure in place, they are able to deal with these things with just a little bit of intervention, and the right consultant to help them with the transition.

All too often small companies perhaps only 50 to 100 employees going through such a challenge can wreak havoc on quarterly profits and earnings. This means layoffs, lost sales, and curtailing future expansion plans. It also gives a leg up for the competition, as during the transitional chaos the company becomes vulnerable to any changes in the marketplace. Changes such as competitor sales, new technologies, new market entrants, or additional regulatory rules being made. When a company fails it’s usually a comedy of errors, several things go wrong, it is not just one thing.

In that regard perhaps the worst possible scenario is to be caught flat-footed in any change management crisis where the executive team has turnover, or the loss of one of their key players. You see, philosophically speaking it’s just like a chain. If every piece of the chain is strong the chain holds. If one of the links are weak the chain cannot support the weight, and that’s when the big letdown occurs. Often the changes in management are known or suspected in advance, and that allows time for a strategic transitional change.

The big problems occur when it is unexpected. When one team member leaves the company unannounced to take up work in another industry, pursue personal interests, or decides to leave after a personality dispute abruptly. Then there are the issues where one of the small business executives dies, and there is really no one ready to fill their shoes including perhaps their right-hand man or assistant. So what’s the answer? The answer is not only to anticipate that there will be changes, but to consider what to do in the unfortunate potential eventuality that any one member of the team or even a couple decide to leave.

Mapping out a plan in advance of what to do, who to move up the ladder is essential. Also making sure the up-and-coming individuals who are next in line are trained and ready to fill those shoes. All this can be done in advance preventing any type of change management crisis. The problem is most companies don’t do this even though they should. Indeed I hope you will please consider all this and think on it.

As a busy executive, you probably work all the time. You have constant deadlines and you often take work home with you. If you are the type who eats lunch at your desk, consider this: When you work hard, you start to get less productive. Something as small as a five minute break can give your mind the rest it requires.

You need your quiet time to reflect and plan. When you have a difficult problem, it is actually more beneficial to take some time off and let your mind process it. Solutions often come when you give your mind adequate rest.

When it comes time to plan anything from your schedule to your marketing strategy, taking some time to think before writing can lead to greater success. Have you ever tried to perform to capacity when you are feeling a lot of stress? It simply doesn’t work.

But with your busy schedule, how can you find those beneficial quiet moments? Use these executive coaching tips to help you make the most of your quiet moments.

Wake up early. Schedule your alarm for thirty minutes earlier than normal. Use that extra time to give yourself the quiet time you need. Resist the urge to do something “productive”, such as checking your email. This may be your only chance to find some peace.

Take time at lunch. Resist the urge to eat your lunch while working. If you have a lunch break, take all the time given to you. Relax. Read. Eat. It doesn’t matter, as long as you do something other than work.

Take five. Sometimes even just a five minute pause can work wonders. Try to take a five minute break at least every hour. Take a short walk, stretch, do some jumping jacks. Try to move your body because this helps increase brain function.

Exercise. We all know that exercise is good for us. But when we are busy, it is easy to let this slide. Physical activity helps us perform better mentally. If you have trouble finding the time to exercise, try to get in three individual ten minute sessions. Going for a brisk ten minute walk before each of your meals is a great way to increase your activity level.

Take deep breaths. Sometimes, we really can’t afford to take any breaks. It happens. But, even periodic thirty second deep-breathing breaks can do a lot to help give your mind the rest it needs. Sit in a chair with your back straight. Close your eyes. Breathe in slowly through your nose. Exhale just as slowly through your mouth. Repeat as many times as you need to help you feel relaxed.

It was 100 years exactly on May 5, 2012 when the famous RMS Titanic Vessel sank while on its maiden voyage to America. To many people, it was an ordeal remembered today, only for the 1,517 lives that were lost in the tragedy.

But from business point of view, there are many lessons for business leaders to learn, as we all know that an ocean liner is a floating business, and a discipline of execution of strategies can make a huge impact in the results we produce. The Titanic experience is similar to a modern day business in very many respects; for example…

It cost $7.5 million to build; that would be an estimated $400 million in today’s value. The Construction of the ship took three years to complete, and on completion, RMS Titanic measured 882ft.9ins (about 269 meters) long. It was 92ft.6ins (approx. 28 meters) wide, and 175ft (53 meters) high. The investment in RMS Titanic was massive and met the expectation of a long-term focused investor of our time.

What one lesson can businesses learn from the Titanic experience especially with respect to strategy and execution?

Maintain a Crystal Clear Vision

When the Titanic was built, it was believed to be “Unsinkable” because of the sixteen watertight compartments that were masterfully made. Unfortunately as the ship hit iceberg, six of the “watertight” compartments were badly damaged to the extent that its water resistance capability was exposed, and the ship began to sink.

Similar to business execution, nothing should be taken for granted for any reason. As the crew of your business or organization, if your vision of where your organization is going is not clearly defined, you may run the risk of striking the “iceberg,” and your ship might sink.

Maintaining a vivid vision in business, and a discipline of execution cannot be compromised, as it serves as the compass that determines where you’re taking your organization. A crystal clear vision is the compelling picture of the result you and everyone in your organization are trying to create together, not only for your customers, but the entire stakeholders. To succeed at this, you must develop commitment to simple strategy and execution culture.

It’s the reason that wakes you up every morning to go to work; the produce, service, value, and impact you want to create or make to your whole world.

Your vision doesn’t have to be a prize-winning masterpiece. It simply has to be a thing that everyone understands and is passionately excited to pursue.

For your vision to be effectively accomplished you must over-communicate it. This is where many leaders fail; they make it look good on paper, but do nothing in telling the world what it is, and how it guides them to serve them.

The image that was painted of the Titanic was that of a masterpiece built to weather the storm. This is the same type of promotion many businesses make about their organizations. But in order to maintain a crystal clear vision, business execution leaders should never think of themselves as being invulnerable.