TOTAL SCREEN RECORDER – A software we can highly recommend

A SOFTWARE WE CAN HIGHLY RECOMMEND –

We present our “Golden Eagle Award” for a quality product

As a consultant in the field of crisis and emergency planning and management, a field where we build, develop and record numerous webinars, training and e-learning packages and videos, I am always looking for easier and better ways to develop videos and webinars.

I have searched and used a number of software packages over the years; recently when I had the time to do additional research for an “easy to use product” to capture webinars on screen I happened upon “Total Screen Recorder – Gold Version” available at http://www.totalscreenrecorder.com/

From the outset, I came to the opinion this would always be my first choice for future use. Here is why:

Ease of download and installation
High quality product from the results it provided us from the first use
Remarkably easy to use
Convenience
The options of fixed screen size, full screen
Ability to adjust playback rates
The variety of five output formats
The reasonable price
Totally hassle free screen captures

Simply, as video producers and developers of training, we all have the need to capture the content of our computer screens at some point. With Total Screen Recorder you can create creative and excellent video examples or demonstrations for our own applications. As a crisis and emergency planner, I am now able to rapidly capture breaking news and videos to use in our training programs.

Total Screen Recorder is a compact and affordable screen capture tool that enables you to record the content of your screen, or its specific areas into video files with soundtracks for subsequent playback and distribution.

We especially like that Total Screen Recorder supports 5 capture modes, AVI/WMV/SWF/FLV output with configurable A/V codecs, sneak mode operation, automatic recording at Windows startup, recording timers, hotkeys, recording of the mouse cursor and has plenty of other handy features.

Total Screen Recorder allows you to capture webcam video streams in AIM, ICQ, MSN/Yahoo Messenger, as well as streams from TV cards and web pages. Simply, every video or presentation you see on your screen can be captured quickly and easily!

Total Screen Recorder is an inexpensive, very powerful and flexible solution for screen capturing.

Preparing tutorials and e-learning series can be a time consuming activity specifically when you need to make step by step e-learning modules. Although written tutorials are acceptable when supplemented by video showing/telling all the steps you will it appeals to a broader and more visually-based audience.

Total Screen Recorder helps you to make professional e-learnings by capturing videos. The software has simple, easy to use features. When you start you have a small screen that allows you to set the configurations you choose.

To start, you will define the region that you want to capture; you can select whole screen, or any particular area of the screen.

You then set the configurations for the audio by selecting the audio device and related settings. Make the selection for the video and audio aspects for the captured file with the provided features ‘Encoder’.

Select the Hotkey to Start, Stop and Resume the capturing of video.

Enable or disable the Timer features, if you choose.

Select your file name and set the destination for saving the movie file that has been captured.

You can also hide the program when the recording is going on and the program goes to the system tray for easy access.

We are not computer geniuses and yet we were able to literally install and record our first video in less than 15-minutes!

On a scale of 1 to 5, with 5 being the highest we would Total Screen Recorder a 5-plus! We highly recommend this software. Congratulations to the developers, we will look forward to future software from your company.

L. Darryl Armstrong PhD APR CCM CAMT
Accredited Public Relations
Certified Crisis Management
Certified Aggression Management Trainer

1.888.340.2006
Cell 270.619.3803
http://www.ldarrylarmstrong.com
ldarrylarmstrong@gmail.com

L. Darryl ARMSTRONG and Associates
Behavioral Public Relations LLC
455 Hillside Trail, Eddyville, KY 42038
3 Moore Avenue Upstairs/Back Apt. Tybee Island, Ga. 31328

TSA Could Use Dr. John Byrne’s Aggression Management Training

The Transportation Security Administration (TSA) and the Department of Homeland Security Secretary Janet Napolitano have yet to realize their behaviors and words are creating significant public issues for them in their latest Federal fiasco over airport security.  Conflict can be prevented. It is time for the Feds to understand that and get their people training to prevent it.

The Federal government has always been one to “Decide, Announce and Defend” decisions such as “be patted down or take a full body scan.”  Typical of how government works, the latest invasions of personal privacy have been coming for years and the Feds have had time to get their people trained and roll out a communications plan. It is not yet too late.

TSA management’s inaction to train their people to observe non-verbal behaviors and how to properly “profile” suspicious behaviors to determine if extensive screening of a person should be done,  just as law enforcement and the Israelis have done for years, shows the inability of government to understand how their behaviors and language choices will create conflict. When you create your own problems, such as this, you would be prudent to quickly work to prevent the conflict from happening in the first place.

Dr. John Byrne’s course on Aggression Management could be of significant value to them.

www.aggressionmanagement.com

ICM Crisis News Annual Report Available

My colleague Larry Smith, President of the Institute of Crisis Management, has released his latest annual report on crisis news for the year ending 2007.

Not surprising the report notes the sub-prime debacle as one of the most far reaching crises of 2007. Overall business crises were down slightly in 2007, compared to 2005, yet still up considerably from the low crisis year of 2004.

ICM has been tracking 16 broad crises categories since 1990. These categories include catastrophes, environmental, class action lawsuits, consumerism actions, defects nd recalls, discrimination, executive dismissal, financial damage, hostile takeovers, labor disputes, mismanagement, sexual harassment, whistle blowers, white-collar crime, work place violence and casualty accidents.

You can read the report at www.crisisexperts.com

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Sometimes you can’t be politically correct when dealing with the media

My friends and colleagues Mark Prosser and Todd Erskine, members of the law enforcement team in Storm Lake, Ia. recently shared a video with me that really does an excellent job of putting into perspective the challenges associated with speaking your mind when dealing with the media.

Some of you reading this realize that for years I worked daily with the media. I was one of those government spokespeople. Even today I work closely with my media friends through our business on behalf of many of our clients. However, long ago I gave up the responsibility of being the “media spokesperson” for any client or organization.

Today, I teach workshops that help folks learn how to best position their statements and survive media onslaught during a crisis. You can read all about this at our web site http://www.armstrongandassociates,org/

Back to my point. Todd and Mark shared a video interview where a representative of the police in San Francisco expresses his “real opinions” of the way the media has handled the death of a fellow officer.

Now, before I proceed let me explain a very important point.

I have known and worked with law enforcement, the military and intelligence agencies for many years. I have a background in military intelligence operations. Doug Bailey, a dear friend of mine who was killed a few years ago in an auto accident, was a police officer for Vanderbilt University and I had the honor to deliver his eulogy. I am not without prejudice and basis when it comes to helping law enforcement officers learn how to deal with the media.

The video that I reviewed violates a number of the key issues associated with “political correctness” and even falls over into the areas of “speculation” a couple of times.

However, IF the information this officer delivers is correct — and that is the key — then more power to him.

He says what many of us — myself included — have wanted to say more than once.

I only hope that his facts are correct and that he understands that it is true in the political and media arena “for every action there is an equal an opposite reaction.”

I suggest you watch the video at: (cut and paste)http://mfile.akamai.com/12948/wmv/vod.ibsys.com/2006/0728/9591734.300k.asx

Now, for my thoughts and commentary on this as a professional media trainer and a consultant who has 35-years experience in the field:

1. This man in the video representing the SFPD shows unbridled passion and expresses his opinion very clearly.

2. However, I know for a fact that his superiors are “quaking in their boots” because he is being politically incorrect. Yet, I believe he has every right to be justifiably outraged at how the media has “cast” this case into the public arena. This is something a media spokesperson would not normally do — show his passion and his emotions and voice such an unabashed opinion.

3. However, he clearly states that this is his opinion and if you have ever lost a man under your command you can clearly identify with his position.

4. As long as he has his facts correct – and this is critically important and the key – he has every right to his opinions and can state the position he holds as long as he understands the ultimate consequences.

5. You would not, of course, never want to put yourself in the position of jeopardizing a case the District Attorney has to carry forward – and the FACTS must always be accurate IF you are going to step out such as this.

6. We must always remember that in government and public service there are consequences when we get off the reservation – it is just the way the business works and that for “every action in the political world there is an equal and often opposite reaction.”

7. I say he is RIGHT ON TARGET except that IF he is in a nonmerit position his job is at stake most likely because of his comments directed about and towards the judges – there will most likely be HELL to PAY but I don’t fault him the least – and everywhere BUT in San Francisco he would be loudly applauded for his honesty and candidness.

8. I quite suspect this man slept better the night after this than any night of his life! And YES sometimes we just have to do what is right and let the chips fall wherever they may.

And that is my assessment.

My appreciation to Todd and Mark for sharing this insightful video with me.

Let’s be careful out there.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Identifying “Driver” Personality and Management Styles

So you think/feel that your boss, your significant other, or your employee is a driver.

But how do you know that they are drivers?

Well, let’ s look at some of the “descriptors” – those things that accurately describe “drivers”.

Marvin RunyonDrivers are “dominant” in their actions; they are high control; tend to want to manage process; are very self-reliant; like to direct things; are often over achievers and can be volatile.

If you compared them to an animal they would be elephants, and if you compared them to a vegetable they would be garlic. They are often “big mouths” – and can be seen as “Sherman Tanks” running over other people. They always want to “finish” it.

Now, bear in mind how you see them and how they see themselves are totally different. Drivers see themselves as being results-driven, action-oriented, very focused, direct and self-reliant.

However, if you have to “partner” with them you may seem them as intolerant, short-term, insensitive and always wanting to win and have someone else lose.

The greatest single fear a driver has is — failure.

Under tension they will lose control or fall back to being indecisive. And their response to tension is to dictate.

Do you know some drivers? Are you one?

Probably the most intense and “famous” driver I have ever personally known and worked with was Marvin Runyon, former chairman of the Tennessee Valley Authority.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Understanding Personality Styles: The Secret To Your Success In Getting Along with Challenging Co-workers, Managers and Employees

By H.J.D. Stimpson – Special Correspondent

Behold the salesman stereotype-the smooth-talking glad-hander wearing a flashy tie, white belt, and sporty shoes with a routine of jokes to entertain all of his prospects.

Expressive people like to talk and laugh but it’s important to relate to people on their own terms, which is the very basis of understanding public relations. Therefore, to be truly successful in business you must learn to size up your customers. Some of them may just want numbers-just the data, without a lot of fluff. With analytical clients, you have to learn to sit on your hands and keep your mouth shut.

If you apply these principles you will be more successful in all your relationships.

You can’t treat all people alike.  You must evaluate them as individuals and in terms of their personality types. Then deal with the situation according to their needs, not yours.

This approach works for hostage negotiators, sales people, and just folks like you and me, according to Dr. L. Darryl Armstrong, a public relations counselor and consultant from Eddyville, Ky.

Armstrong and his wife, Kay operate ARMSTRONG and Associates (http://www.armstrongandassociates.org/) a consulting and counseling firm located on Lake Barkley in western Kentucky.

“The key is being versatile and resilient, so that you can adapt your style to someone else’s style to achieve a mutual outcome,” Armstrong says.

“People like to interact with people who are like them and who understand how to develop rapport and sustain it. Most of the time for example in sales, you’re not selling your product, because there’s little difference between products. You’re selling your relationship with the client. If I’m a salesperson and I can get you to like me and trust me, then you’re probably going to buy from me. If I am a hostage negotiator and can develop rapport with you I may be able to resolve the situation amicably,” Armstrong says.

Like converts testifying to the congregation, his clients frequently refer to Armstrong’s lectures and workshops to back up this personality-style approach to predicting, preventing or resolving conflicts, or even selling Bibles!

“It’s worked for me for 35 years,” Armstrong chuckles. Armstrong is a trained behavioral psychologist with degrees from Murray State University and AIH and has applied his training in the government and corporate world for more than 35-years.

“Sometimes in the most difficult of situations,” he adds.

Forever the puzzle – but what fun you can have analyzing the situation

Using a “social style” four quadrant matrix with a horizontal and a vertical axis, Armstrong has his clients place themselves in quadrants as “drivers,” “expressives,” “amiables,” or “analyticals.”

Social Styles Quadrants

The horizontal line denotes degrees of responsiveness; the vertical line degrees of assertiveness. At the top of the matrix in terms of non-responsiveness are the controlling drivers and the task-oriented analyticals.

Below the horizontal line are those more responsive to people-the assertive expressives and the nonassertive amiables.

Armstrong says social styles are easy to spot.

Amiables and expressives wear warm colors and furnish their offices with personal items-family photos or kids’ artwork. Their work areas are often littered with papers. If there’s room, they may shove their desks against a wall and sit next to visitors.

Analyticals and drivers dress conservatively and use their furniture as barriers or space dividers. Art prints or sales charts decorate their walls.

“Drivers may not have anything on their desks except a calendar or clock, because they’re very time-oriented,” Armstrong says.

“Color preferences in cars, as well as dress, are cues to personality,” he continues.

“Drivers and analyticals like neutrals, black, and ivory, while amiables and expressives are more into pigment. Amiables like softer colors, while expressives prefer bold ones.”

In class and his many workshops, Armstrong has his participants do self-evaluations to identify their personal styles. Then they practice various situations.

“Students do videotaped presentations, and we view them in class so that we can learn from each other,” he says.

“The funniest videos are those with two drivers: It’s like watching a Ping-Pong match.” 

Personality styles emerge at birth or shortly after

Armstrong says that personality types emerge soon after birth.

“One of my ‘daughters’ is an analytical driver with a strong amiable backup, so I have to deal with her differently from the way I deal with the other ‘daughter’, who is a mixture of both amiable and expressive,” he says.

Emphasizing that most people are mixtures of several styles, Armstrong says that sales representatives can draw on different elements of their own personalities in dealing with others.

 “To be successful in sales, presentations, surviving mergers of companies or everyday conflict resolution, you can’t stick completely to your own personal style all of the time and be successful. It just doesn’t work that way. Resiliency is critical to being successful in the business world,” he says.

“You must be resilient, adaptable and flexible. You must be able to ‘flex’ yourself to fit the situation.”

One of my colleagues, who graduated a few years ago with a business degree, says he was able to use what he learned very quickly.

The young man had been going to school full-time and working for the local cooperative as a marketing intern, Armstrong says.

He deals with some farmers, but mainly with their farm managers or their wives. He tell us that he found that identifying social styles is a great tool not just in selling, but also in developing and keeping good client relationships, which in turn prevents conflicts.

Cowboy boots and business suits and western shirts – don’t forget the bolo tie

Walk in Darryl Armstrong’s office, and it’s pretty easy to peg his social style as amiable and a driver with hints of being expressive. His smile is wide, his handshake firm. He wears jeans and dress T-shirts or other casual clothes often. Books and papers cover his desk and floor, and children’s drawings, awards and certificates, news clips and doodling adorn his walls. Yet, there is his “To Do List” right there in front of him keeping him focused on the tasks at hand. 

Armstrong notes that, in most interactive situations, social-style “signals” can work both ways.

For example, customers also often “read” salespeople, making it important for those trying to make sales to fit into customer environments. The way salespeople dress is the most obvious and immediate way to achieve this “fit.”

“When I worked for the Tennessee Valley Authority, we had a senior manager from west Texas who wore cowboy boots and Western shirts,” Armstrong says.

“Everybody else wore business suits. However, he was always out in the field checking how things were going on the lines and he would have been totally out of place wearing suits. He would throw a sport jacket over his western shirt and jeans when he wanted to be more ‘formal.'”

What if you sell John Deere tractors but have an afternoon appointment at the bank to get a loan?

“Adapt, be flexible and resilient,” Armstrong says.

“Maybe you can wear khaki pants and a knit shirt at a farm, but put a jacket in the car to wear to the bank. Or, if you’re wearing a suit while at the bank, remove the jacket and tie, then roll up your sleeves at the farm.”

Once you learn to do it – it’s like riding a bike

Armstrong says that evaluating social styles becomes automatic in almost every situation-business or social.

“It’s almost like riding a bicycle,” he says. “Once you learn the basic skills, you do it without thinking.”

It’s always important, he adds, to remain open to social-style cues as situations evolve.

Never, he cautions, assume that you know someone’s social style beforehand.

“The other day, I had an appointment with the vice president for network operations at a major corporation,” he says. “I assumed I was going to be talking with an analytical. He wasn’t.”

“Every detail of your person, every nuance of your speech-all of those signals combine to create an important impression in a client’s mind,” Armstrong stresses.

“Those are the cues that can make or break a deal or help you prevent or resolve a conflict, get along better with your colleagues, make a sale, survive a merger, or resolve a hostage situation. It is all about understanding how psychology, consultative analysis and public relations fit together to make us successful in life and work,” Armstrong says.

You can learn more about the use of personality styles or arrange a consultation or workshop by contacting Dr. L. Darryl Armstrong toll-free at 1.888.340.2006 or at his website at http://www.armstrongandassociates.org/

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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G-Marketing workshop results in lasting friendships

Bullock reminds us to brand and package our intellectual capital

Recently, I had the privilege of participating in the Hook, Line and Sinker workshop coordinated and produced by Henry Snorton at the local chamber of commerce. More than a dozen business people attended this session and we discussed the various guerrilla marketing ways that you could take a little money and build your business into a profitable venture.

As you know, I often have written in this column of the strategies and tactics necessary to use to be successful as a small businessperson and having the opportunity to share that with people really interested in taking it and using it was a great blessing. Thank you Henry for inviting me.

We had a variety of interesting folks attend. We had a Christian bookstore owner, a personal services provider, a building contractor, a classified ad salesperson, an ag supply operation sales person, an insurance salesman, a representative from a hospice, a spa owner, a social marketing consultant, a mortuary director, a bridal consultant, a daycare owner and operator, a clothing designer and the manager of advertising for a newspaper.

I stressed to them and I stress in this article that you have to first want to own and operate your own business, or you want to take the job you have and become more creative in it, for guerrilla marketing to work effectively.

When you make that decision and it’s a commitment that feeds your family you get real serious real quick about making things happen that will make the business, or your job, more successful.

Test them and keep the good ones

Businesses are not hatched overnight and spring to fruition with just a little work. Rather, businesses are coddled, nurtured and slowly and gently they mature into successful and profitable ventures, especially if passionate people run them that are dedicated to providing quality goods and services and giving the customer a memorable experience.

I am pleased to say that this workshop was one, which created a viable and interactive network of not just business associates, it also created a network of friends.

Already I have heard from four people in the workshop and they have consulted with me on their plans and the actions they have already taken to improve their business operations.

I am proud of them and for them.

When you go to a workshop of any kind that you have paid good hard-earned money for you should:

  1. Seek out ideas and thoroughly discuss them in the workshop. Get other people’s views on the ideas and challenge one another until you understand the concept and how to implement it.
  2. Once you are clear that the idea could benefit your business adapt it to your needs. One size doesn’t fit everyone but many ideas can be mutated and tweaked to work in your business.
  3. Then test the idea. Don’t spend a lot of time and money on redesigning it, or you will never get to the point that you will implement it. Simply, do it.
  4. Clearly define what you want to come from the idea. Not all ideas will bring money in the door. Some will bring you recognition, some will enhance your image and others will increase your visibility.
  5. After testing the idea several times, you can’t just do it once and expect any data to evaluate, then stop and look at the data. Did you achieve what you wanted to achieve? Did it enhance your image, increase awareness of your products or services, did it some way impact positively your bottom-line?
  6. If it does, then keep on doing it until you begin to see diminishing returns. Recalibrate if needed as you go along. Tweak it but don’t reinvent it.
  7. Objectively evaluate each idea aggressively. Keep the good ones and toss out the ones that don’t work.

 Only one in ten 

The rule of thumb for presenters of workshops to evaluate their own success is simple.

If you have 10 people attend a workshop, experience and research shows that, only one attendee ever really takes the information and does anything with it and tells you they did it.

Two people will take an idea, perhaps, and act upon it but never tell you about it, and one more will go home and think about things and tweak the idea maybe.

The other five — well they just go back to doing what they were doing and getting the same results they have always been getting.

The dog ate it

Here are some honest to goodness excuses I have heard about why people pay good money for a workshop then never use the ideas that come from it:

  • It would require too much work on my part
  • I didn’t get anything worthwhile for my business
  • My business is unique and G-marketing doesn’t work for me
  • I don’t have time to use this information
  • I couldn’t find a copy of the book to buy
  • These techniques are too simple, my business is more complicated
  • They won’t work nothing ever has
  • The dog ate my workbook!
  • I don’t have the time
  • I didn’t pay enough – the information couldn’t have been very valuable

I am pleased to report, however, that so far I have not heard these or any other excuses but then there are still attendees that have not reported in.

http://www.davidbullock.com

I have always found that I learn more from my students and others who present at workshops than I do from all the research, writing and consulting that I do preparing for the workshop.

Such was the case with the presentation made by David Bullock, a consultant from Murfreesboro, Tenn. that was invited by Henry Snorton to be a presenter.

Bulloch is in the business genre of two of my own personal and professional heroes — Robert Middleton and Howard Shenson. Bulloch is an information guru with a wealth of ideas to help you package and sell your intellectual knowledge.

His model is similar to that of Middleton in that you should brand yourself, develop and sell audio and video packages and then price and sell your intellectual capital as you develop it. And he is absolutely correct. This model has worked well for years for consultants. Most certainly it has worked for Middleton, Bullock and Shenson.

Although I have known this to be true for quite some time, now and then in life you need to be reminded, prodded and even whacked on the head to get you off the dime.

So, thanks David for whacking me on the head and stoking the fire.

My business model is taking a major right turn and significant overhaul and soon we will be announcing a new web and blog site and new products and services in the genre of your model.

Stay tuned.

Dr. Leland Darryl Armstrong