Images or graphics on your web site are essential. They’re also basically ignored by search engines, so what’s the point of putting them on your site? There’s a good reason that has nothing to do with SEO. Without images, your page is just boring text. You’re not going to be happy with using plain text instead of that cool, new logo you had designed for your company, and neither are your users. They want to see pictures.

If images are a must on a web site, then there should be a way to use those images to increase your web site traffic or to at least improve your site ranking. And there is.

One technique that will help your SEO make use of graphics on your site is to tag those graphics with alt tags inside the img tags. The alt tags are the HTML tags used to display alternative text when a graphic is present. An alt tag should be a short, descriptive phrase about the image, which includes the keywords used on that page when possible.

The img tags are the tags used to code the images that appear on your web site. Here’s an example of what an img tag, with an included alt tag, should look like:

<img src=”pic1.jpg” alt=”alternative text”/>

Here’s how that tag breaks down: <img src=”pic1.jpg” is your image tag; alt=”alternative text”/> is your alternative text tag. The alternative text tag is where your keywords should be included if at all possible.

You want to tag your images as part of your SEO strategy for two reasons. First, crawlers cannot index images for a search engine (with an exception, which is covered shortly). The crawler ‘‘sees’’ the image and moves on to the text on the page. Therefore, something needs to take the place of that image, so the crawler can index it. That’s what the alternative text does. If this text includes your keywords, and the image is near text that also includes the keywords, then you add credibility to your site in the logic of the crawler.

The second reason you want to tag your images as part of your SEO strategy is to take advantage of image-based search engines, such as Google Images. These image-based search engines are relatively new, but they shouldn’t be undervalued. Just as a search engine can find and index your site for users searching the Web, image-based search engines find and index your images. Then, when users perform a search for a specific keyword or phrase, your image is also ranked, along with the text on the pages.

Image searches are gaining popularity, so crawlers like the one Google uses for its Google Images search engine will gain momentum, and image searches will add to the amount of web site traffic that your SEO strategies help to build. Conversely, while not discounting the value of images, don’t overuse them on your web pages either. As with any element of a web page, too much of a good thing is not good strategy.

Tagged with:
 

High-Performance | Leadership

Day by day, leaders focus on energizing all their resources in pursuing their dreams—the visions—by executing their missions. Their strategies can ensure that the organization continues to add value to all business stakeholders—clients, management, and employees. This necessitates creating a high-performance culture. Here are some strategies that will make the difference:

  • Ensure that all managers are able to coach their people daily. This means that they:
    • set goals with individuals and with teams
    • measure key performance indicators
    • follow up regularly to monitor progress
    • provide ongoing feedback to employees when performance exceeds
      or fails to meet expectations
    • give regular formal feedback on employee performance
  • Identify the different core competencies for each level of management. Top management needs to be more strategic, middle management
    more organizational, and first-level management more technical in nature. Make sure the performance-management system incorporates these competencies so that managers are:

    • rewarded for demonstrating those abilities
    • given training or other help to acquire them
  • Ensure that any formal training—in technical or managerial skills— is aligned with the core competencies.
  • After training sessions, follow up with employees to find out what they learned and how they intend to apply their new skills back on the job. Monitor progress and recognize improvements.
  • Ensure that employees are given an opportunity to participate in decisions, especially those who promote continuous improvement. Ensure that all your managers are trained to hold meetings where they:
    • review operating data with employees
    • celebrate improvements
    • solicit new ideas that will improve operations
    • plan implementation of new ideas
  • Encourage the transfer of innovative new practices among business departments. Hold regular meetings to review performance, celebrating achievements and sharing best practices.
  • Ensure that every business employee has specific, measurable, agreed-upon, realistic (yet challenging), and time-based (SMART) goals. Each one
    should have goals that are reviewed with his supervisor at least at monthly intervals.
  • Display key measures of the company’s success in important locations, such as the entrances to the building and the cafeteria, so that people are aware of how the organization is doing.
  • Employees who have demonstrated above-average performance improvements and have taken risks to change the way business is conducted should be treated like folk heroes.
  • Generate enthusiasm by projecting excitement when appropriate. Leaders smile, raise their voices, and have good eye contact when presenting important ideas, and smile, lean forward, and listen carefully to others who display enthusiasm.
Tagged with:
 

Accountability and measurement are inseparable concepts. You can’t hold people accountable until you measure their effectiveness. The question then becomes how to get employees to take ownership of measures and goals. Should we involve the people who are responsible? Yes, involving those who participate in the delivery of the service or product clearly builds ownership and motivation to do better. Traditional measurement systems have long failed to work because they are based on the flawed philosophy that only managers can know the measures of success and are capable of setting goals and ensuring that the targets are achieved.

It is no secret that what you measure will improve—sometimes. There are times when people see measurement as a way of exercising control over them. In such cases the system will breed resentment and possibly dishonest behavior, with employees manipulating the statistics in order to report good numbers instead of the truth.

Here is how to use measurement to motivate:

  • Measure all the things that are important to you.
  • What is important is that the needs of all the stakeholders be met. Choose indicators that measure success in satisfying the customers,shareholders, management, and the employees.
  • In choosing indicators, find a balance among those that measure the past (financial), the present (service), and the future (learning and innovation).
  • Involve stakeholders in choosing the appropriate indicators. This will ensure greater buy-in and ownership of the process.
  • Establish the effectiveness of your organization’s performance with regard to each indicator. Consider benchmarking your performance
    against others in the industry. Or, better still, benchmark your organization against those from other industries that have similar processes. This may help you identify new possibilities that are perhaps not part of the standard way of doing things in your industry. In order to get maximum buy-in to the new possibilities, ensure that your employees are part of the information-gathering team.
  • Now that you know the possibilities, set challenging goals. Goals also need to be specific, measurable, agreed upon, realistic (yet challenging), and time-based (SMART).
  • Display the measures so that everyone can see them.
  • Form miniteams for each key success factor. Have each team take responsibility for collecting the data each month and looking for new, innovative ways of improving the scores.
  • Meet regularly to review performance. Compare actual performance against goals.
  • Celebrate significant gains and involve process owners in finding solutions for either declines in performance or performance that needs to improve.
Tagged with: