Promote Your Photography Sites – Part 1

You may have spent a great deal of time and money creating the perfect Website – your photography images may be superb, but if people cannot find your site your images and talent along with your business may become a white elephant.Promoting your Website is not that difficult but will take up some of your precious time. My advice for you is to set out a few hours per week for this.If your Website is new the chances are that Google, Yahoo or any search engine won’t index your site for a few months. And it may even take several months before they place it to appear when someone types in a search phrase that suits your site. So you need to give your photographs and business a reasonable chance of getting paying customers.When a search engine index’s your Website it looks to see how many links point to your site. The more links you can create the better your site will rank, but only if they are the right kind of links. Don’t spend hours and hours online getting thousands of standard ordinary links. Get links that relate to your site. Get links from other photography sites.Photography Directories are a great way of creating free advertisement for your site and also a great way of getting valuable links to your site that search engines will recognise.Before you submit your Website to directories, research the correct keywords that best describe your site. If your photography site is Landscaped based you need to optimise your site correctly for the keywords Landscape photography.Once you are happy with which keywords best describe your site start submitting your site to Photography Directories. Most photography directories require a return link so you should create a links page for this alone.When you are submitting your website you need to use the correct keywords that best describe your site in the link title to your site. The link title will be the title on the submission form. You will also need to create a good definitive description for your site. This should be no more than twenty-five words and should start with the keywords that best describe your site. This is what people will read – this is where you sell your site – a good description will enable potential customers to enter your site.Once you have completed the form click submit and move on to the next directory. There are many good photography directories online – some specialised in certain areas of photography, more cover all areas of photography. Once you fill out the submission form correctly you will start to see the rewards.Some directories will charge you when creating a listing; my advice is to research such websites before you part with your hard earned cash. Stay away from link farms and link companies that offer you thousands of links – these sites don’t rank well with search engines and may harm your site in the long run.While photography directories are just one way of promoting your site; they are the easiest and quickest way to get started. Creating good quality inbound links to your site will help you achieve excellent search engine ranking for your site resulting in more and more traffic entering your photography site.In part 2 of Promoting your photography site, read how to gain exposure from entering photography competitions.

Educational Leaders Must Strive To Increase Resources Available For Their Schools

Contemporary educational leaders function in complex local contexts. They must cope not only with daily challenges within schools but also with problems originating beyond schools, like staffing shortages, problematic school boards, and budgetary constraints. There are some emerging patterns and features of these complex contexts that educational leaders should recognize. Educational leaders face a political terrain marked by contests at all levels over resources and over the direction of public education.

The vitality of the national economy has been linked to the educational system, shifting political focus on public education from issues of equity to issues of student achievement. States have increasingly centralized educational policymaking in order to augment governmental influence on curriculum, instruction, and assessment. With the rise of global economic and educational comparisons, most states have emphasized standards, accountability, and improvement on standardized assessments. Paradoxically, some educational reforms have decentralized public education by increasing site-based fiscal management.

School leaders in this new environment must both respond to state demands and also assume more budget-management authority within their buildings. Meanwhile, other decentralizing measures have given more educational authority to parents by promoting nontraditional publicly funded methods of educational delivery, such as charter schools and vouchers. Political pressures such as these have significantly changed the daily activities of local educational leaders, particularly by involving them intensively in implementing standards and assessments. Leaders at all levels must be aware of current trends in national and state educational policy and must decide when and how they should respond to reforms.

The many connections between education and economics have posed new challenges for educational leaders. As both an economic user and provider, education takes financial resources from the local community at the same time as it provides human resources in the form of students prepared for productive careers. Just as the quality of a school district depends on the district’s wealth, that wealth depends on the quality of the public schools. There is a direct relationship between educational investment and individual earnings. Specifically, it has been found that education at the elementary level provides the greatest rate of return in terms of the ratio of individual earnings to cost of education. This finding argues for greater investment in early education. Understanding these connections, educational leaders must determine which educational services will ensure a positive return on investment for both taxpayers and graduates. Where local economies do not support knowledge-based work, educational investment may indeed generate a negative return. Leaders must endeavor to support education for knowledge-based jobs while encouraging communities to be attractive to industries offering such work. Educational leaders must be aware of the nature of their local economies and of changes in local, national, and global markets. To link schools effectively to local economies, leaders should develop strong relationships with community resource providers, establish partnerships with businesses and universities, and actively participate in policymaking that affects education, remembering the complex interdependence between education and public wealth.

Two important shifts in the nation’s financial terrain in the past 19 years have worked to move the accountability of school leaders from school boards to state governments. First, the growth in state and federal funding for public education constrains leaders to meet governmental conditions for both spending and accountability. Second, state aid has been increasingly linked to equalizing the “adequacy” of spending across districts, which has influenced leaders to use funds for producing better outcomes and for educating students with greater needs, including low-income and disabled children. Complicating these shifts are the widely varying financial situations among jurisdictions. These financial differences have made significant disparities in spending between districts in urban areas and districts in rural areas common. In this dynamic financial context, educational leaders must strive to increase resources available for their schools, accommodate state accountability systems, and seek community support, even as they strive to increase effective use of resources by reducing class size, prepare low-achieving children in preschool programs, and invest in teachers’ professional growth.

Recently, two important accountability issues have received considerable attention. The first has to do with market accountability. Since markets hold service providers accountable, if the market for education choices like charter schools and vouchers grows, leaders may be pressured to spend more time marketing their schools. The second issue has to do with political accountability. State accountability measures force leaders to meet state standards or face public scrutiny and possible penalties. The type of pressure varies among states according to the content, cognitive challenges, and rewards and punishments included in accountability measures. School leaders can respond to accountability pressures originating in state policies by emphasizing test scores, or, preferably, by focusing on generally improving effectiveness teaching and learning. The external measures resulting from political accountability trends can focus a school staff’s efforts, but leaders must mobilize resources to improve instruction for all students while meeting state requirements. And they must meet those demands even as the measures, incentives, and definitions of appropriate learning undergo substantial change.

Public education is expanding in terms of both student numbers and diversity. An increasingly contentious political environment has accompanied the growth in diversity. Immigration is also shaping the demographic picture. For example, many immigrant children need English-language training, and providing that training can strain school systems. Economic changes are also affecting schools, as the number of children who are living in poverty has grown and poverty has become more concentrated in the nation’s cities.

The shift to a knowledge-based economy and demographic changes accompanying the shift challenge the schools that are attempting to serve area economies. Given such demographic challenges, school leaders must create or expand specialized programs and build capacity to serve students with diverse backgrounds and needs. Leaders must also increase supplemental programs for children in poverty and garner public support for such measures from an aging population. Educational leaders must cope with two chief issues in this area: First, they must overcome labor shortages; second, they must maintain a qualified and diverse professional staff. Shortages of qualified teachers and principals will probably grow in the next decade. Rising needs in specialty areas like special, bilingual, and science education exacerbate shortages. Causes of projected shortages include population growth, retirements, career changes,and local turnover. Turnover generally translates into a reduction of instructional quality resulting from loss of experienced staff, especially in cities, where qualified teachers seek better compensation and working conditions elsewhere. In order to address shortages, some jurisdictions have intensified recruiting and retention efforts, offering teachers emergency certification and incentives while recruiting administrators from within teacher ranks and eliminating licensure hurdles. In these efforts, leaders should bear in mind that new staff must be highly qualified. It is critical to avoid creating bifurcated staffs where some are highly qualified while others never acquire appropriate credentials. Leaders must also increase the racial and ethnic diversity of qualified teachers and administrators. An overwhelmingly White teacher and principal corps serves a student population that is about 31% minority (much greater in some areas). More staff diversity could lead to greater understanding of different ways of thinking and acting among both staff and students. This survey of the current context of educational leadership reveals three dominant features. First, the national shift toward work that requires students to have more education has generated demands for greater educational productivity. Second, this shift has caused states to play a much larger role in the funding and regulation of public education. Third, states’ regulatory role has expanded to include accountability measures to ensure instructional compliance and competence. Educational leaders must take heed of these features if they hope to successfully navigate the current educational terrain.

Business Planning – Do You Make These 5 Marketing Mistakes?

What is the one thing every business wants more of? Money! Are you struggling with how to take your business to the next level? Do you feel like you’re stuck in a stagnant place and are unsure of what actions to take to grow? You are not alone! As a business owner, you are busy constantly. There is not enough time in the day for everything. Making mistakes with your marketing efforts can only magnify some of your struggles. Read this to figure out if you are you making these 5 costly marketing mistakes.Mistake #1: Winging itEver hear the expression: Proper Planning Prevents Poor Performance? This ties right into your marketing strategy. If you want results, you have to put in the proper planning and formulate a strategy, then execute accordingly. This is why it is called a marketing strategy. It takes time, effort, and research to develop the necessary marketing plan. This is crucial to the success of your marketing efforts. Too many businesses “wing it” whether it be for lack of knowing how else to attack it or pure laziness. You worked too hard to get your business up and running. Put some effort and time into developing a formalized Marketing Plan. Figure out who your target customer is and the best way to market directly to that target audience. You may already be wasting effort and money on marketing to the wrong audience! Do your homework. We promise… you will save time AND headaches in the long run.Mistake #2: Giving Up Too EasilyWhat would we do without instant gratification today? Searching for answers literally takes seconds on our computers or cell phones. We have access to more knowledge at our fingertips than we could have imagined 10 years ago. Technology has embedded this need for instant gratification in our minds. It has created a society of people that give up way too easily. Like most success in life and business, marketing takes time and persistence. In fact most prospects need to be exposed to your company, its services, the benefits received or problems solved, 7-13 times BEFORE they will decide to purchase. Don’t think that one attempt at reaching out to a prospect will magically make them open their wallet. Don’t think that even 3 times of reaching out will do so. It make take 3, 6, or 9 exposures to get your prospects comfortable with you and your company. Marketing is a marathon and you have to be in it for the long haul.Mistake #3: Not Adapting to Current TimesRemember when newspaper or radio ads were the most effective way for a company to advertise? Well along came the 21st century full of technology. Embrace it. If you don’t have an attractive, user-friendly website, you’re making a mistake that could turn new customers away and inhibit your growth. If consumers find it difficult to navigate or looking outdated, they may leave with a negative impression of your company and never return. Don’t allow this to happen.Are you refusing to get your company on social media or advertise using video? This is also costly. The internet, social media, and video marketing are here to stay. If you want to have your business thrive for many years and generations to come, it’s best to get on board… now!Mistake #4: Lack of ConsistencyIn order for marketing to be effective it has to be creative and consistent. Think “Out of sight, out of mind.” This is true with any prospect. You don’t know what situational changes are going to occur in their life that may cause it to be… The Right Time. You don’t want to miss the opportunity when it arises. If you haven’t been planting those seeds and nurturing them all along, you won’t be there when they are ready to harvest. The goal of marketing is to be the company in the forefront of the consumer’s mind when they raise their hand and need help. Many businesses make the mistake of sporadic marketing or marketing only when business is slow. Marketing needs to be continual to smooth out the seasonality of business cycles. Don’t let your business fall into this trap!Mistake #5: Backing Off When Goals are AchievedFinally, the 5th marketing mistake you may be making is backing off when goals are achieved. This mistake may be the worst one. It’s too easy to breathe a sigh of relief and relish in the success you have achieved. Successful businesses get comfortable when things are running efficiently. However, the issue comes with being too comfortable. As stated earlier, marketing efforts can take 3, or even 6 months to start showing results. This lag time is why discontinuing your marketing efforts, then desperately trying to ramp them back up can be extremely dangerous. It is much wiser to consistently maintain your marketing efforts, then amplify and enhance them as needed. After all, customers may come and go for a variety of reasons. Focus on keeping lifelong customers, and a marketing plan that will help generate new ones during good times and bad.Marketing is not always fun to do or think about when there is so much else going on. At the end of the day though, marketing is important to the success of your business. Treat it as such and avoid these 5 marketing mistakes. Taking the time to plan and actually prepare with the necessary research will make it so much easier to perform the steps outlined. Don’t forget, persistence is needed for successful execution of your marketing plan. You believe in your business. Make sure your marketing efforts reflect that!