Circulars and Brochures

There is not much difference between a circular, a flier, and a brochure. Circulars and fliers are the same, and a brochure is longer and more detailed than either. Dictionaries don’t shed much more light on the subject.

There are several ways to distribute circulars and brochures. They may be mailed alone, mailed as part of a mailing package, placed in mailboxes, slipped under doors, slipped under windshield wipers, handed out at street corners, handed out at trade shows, handed out whenever lots of prospects congregate, handed out to prospects and/or customers, placed in the racks that say, “Take One,” placed on counters for general distribution, or dropped from airplanes. If you are going to distribute many of these, make them circulars, because circulars are less expensive per piece. If your plans for disseminating them are relatively limited, you might opt for the more expensive brochures.

The simplest form of one of these printed pieces is a single sheet of paper, printed on one side. Printing on both sides makes matters a tad more complex. Printing on both sides of two of two pieces of paper – each folded in half – makes a booklet that may be called a brochure. Some brochures run as long as twenty-four pages. When planning to produce such materials, remember that when you fold a sheet of paper in two, you have a total of four pages (two on each side). So generally you must think in terms of four-page units. Brochures are ordinarily four or eight or twelve pages. Some brochures have panels that fold rather than pages that turn. Usually, these are six-panel brochures – three panels on each side.

The format isn’t nearly as important as the content. And the content must be factual information, enlivened with a touch of style and romance. Unlike ads, which must flag a person’s attention, a brochure – or circular –already as that attention. So its primary job is to inform with the intention of selling. Most brochures and some circulars, use artwork. Sometimes this is intended to keep the pace interesting. But most of the time, the purpose is to explain, inform and sell.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit, Line of Sight


Is this Meeting Genuinely Necessary?

A “maybe” response indicates only limited need for the meeting and shows that further thought is required. Only a “yes” is a positive justification for calling a meeting.


The same question needs to be asked before attending a meeting. If the meeting is not necessary and you can avoid it, do so. If you have to attend, try to use the time to shorten your workload to compensate for the lost hours.


Many managers find it hard to judge if a meeting is needed or superfluous. There are some guidelines:

1.    Is the meeting being called to exchange information or viewpoints?

a.       If the meeting is to discuss viewpoints, it is probably a necessary conference. If the meeting is strictly to distribute information, the meeting is probably unnecessary. Meetings are most effective when used to find solutions or resolutions to conflicts. A meeting held for the sole purpose of imparting information had better have some pretty spectacular revelations. This in all likelihood should be classed as an inspirational conference, because important news is seldom passed along without editorializing or explanations. Inspirational meetings are difficult to conduct, because they are based on emotion, but there are times when the troops need boosting or, conversely, deflating.

b.      Training meetings appear to be an exception to the don’t-meet-to-exchange-information concept. They are not. Distributing information in advance allows the meeting to be used for developing concepts and testing individual understanding. This is a better use of everyone’s time. This is not to downplay the importance of instructional sessions. It is just to set this category of communications apart from other meetings.

c.       Information, facts, figures, sales data, market intelligence, production numbers, personnel reviews, and more, can be disseminated more effectively by memo than meeting. Chances are, the memo is going to be written anyway passed out at the meeting. Distributing a memo is okay if there is other business on hand, but calling a meeting solely as a means of handing paper to other managers is inappropriate.

d.      Meetings are at their best when used to generate expressions of viewpoints or concepts, or to develop a policy.

e.       Meetings are at their worst when used to check individual progress on various projects. There are few more mind-dulling experiences than to sit at a conference table and hear about the status of tasks that are not even remotely connected with yours. These sections often turn into excuse contests with rambling dissertations on the reasons behind delays or problems.

f.        Meetings are generally not an efficient way to dispense information. If this is the primary reason for the gathering, then rethink the need for convening.

2.    Can one-on-one conversations or even one-on-two conversations accomplish what needs to be done? Or is a larger group necessary?

a.       There’s a difference between a meeting and a conversation between two or three people. A conversation is relaxed, informal, and rarely has the time constraints posed by a meeting. Those present sense the difference.

b.      Decisions are rarely made in conversations. In fact, some managers and executives become agitated when two or three members of a committee converse and come to a consensus without the others present. This nervousness is not assuaged by a follow-up memo which details the conversation or even by the fact that the decision may be nothing more than a unified front, in no way binding upon the group.

c.       If conversation will suffice to avoid another meeting, then have the talk. Inform the other committee members or interested parties. Those smart enough to advance in management will welcome one less meeting on their schedule.

3.    Is this meeting being called because someone or some group doesn’t have enough to do? It happens all the time. Workloads in an organization can be unbalanced. This week, Production has more than it can handle, while Sales is costing. One way to fill the day for Sales is to call a meeting. This is more common than anyone dares admit.

4.    Is the agenda for the called-meeting vague? Or worse, is there no agenda at all?

a.       As a basic rule of meeting skill, do not go to a meeting where there is no agenda. If you have to attend, go prepared for the worst.

b.      If a manager cannot express on paper what the meeting is about, there probably shouldn’t be a meeting at all.

c.       If you are asked to a meeting and no agenda is given to you in advance, find the person who called the meeting and ask for one. If it is verbal, take notes.

d.      Many times, the person discovers he or she has vague ideas about why the meeting is needed. This experience can benefit both of you.

5.    Is there any reason to meet other than the fact that your group has a set, regular, once-a-week mandatory meeting? Top management often wants certain employees to get together each and every week, to discuss items of importance, or to match timing, balance workloads, and do ongoing, necessary house-keeping.

a.       After a few sessions, these meetings fall into a routine and small talk dominates.

b.      The day before, the manager should do a little checking. Is there actually a need to convene? Could a more limited gathering accomplish the same thing? Would a memo suffice? Could matters be handled by a phone call? If the answer is yes, skip the meeting.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit, Line of Sight