Business has a conscience. Indeed, it is a well-developed conscience, as government cutbacks necessitate increased private support for social and cultural institutions.

Corporate support takes the form of philanthropic and community relations programs.

CEOs spend their time on boards of directors. Employees wave the company flag in their community activities. All well and good, but CEOs continue to ask themselves one question: How do we turn community involvements into business?

Feeling good is one thing. Doing well is another. They should go hand-in-hand. A strategic and honest approach will generate direct returns to the bottom line. Without a strategic and honest approach, community involvements can generate no business whatsoever.

Consider the CEO weighing board and committee opportunities. What should he or she do to make it a true win-win? Here are seven steps.

Be selective. First, you have to pick the right groups for involvement. No one can generate more than 24 hours in a day, and we all have businesses to run and lives to lead. Consider whether a group's cause has synergy with your business and/or personal interests. Look at the board roster to see if the individuals involved are ones you fit with or want to be around. Get a sense of whether there are business prospects (or referral sources) on the board and/or committees. Finally, honestly assess whether your competitors got there first and "own" the organization. If they beat you to it, look elsewhere … or wait a while

Have focus. Find the "centers of influence" within the groups you target for involvement. In any organization, there are certain individuals who drive the bus, either themselves or through their own companies. They are the most influential, well-known, well-connected and well-respected individuals on the board. Has anyone in that circle expressed particular interest in you and/or your company? Align yourself with them, either through committee assignments or other voluntary activities. Cultivate them until they become "centers of influence" for you and your business, as well. And never forget how much business comes to you indirectly, through referrals, before you narrow your focus to individuals involved in your industry.

Speak your business. You can't get business until you explain what your company does. Only when people understand, can they make on-target referrals. Leverage any and all opportunities to explain what you and your company do. Have a brief and interesting explanation ready to roll, and tailor it to the listener's interest.

Knowing how deadly dull it is for a beer distributor to hear about OEM computer peripherals will help you realize how important it is to master your explanation. Most CEOs are so close to the business, they can't explain it to anyone outside the business. Ronald Reagan's communications strength was his ability to do just that - make it simple and meaningful to anyone. Your key to community involvement success is doing the same.

Demonstrate your business. Volunteering gives you an extraordinary opportunity to showcase exactly what your company does and how that benefits your customers. Provide your services or products, and do it well, so people will see what you do and how you do it. Again, understanding generates on-target referrals. If you develop spreadsheet software, and join a board of a not-for-profit who books are in disarray, give them the software and set-up training. If you are a lawyer, look for needs that can highlight your particular strengths.

Cordially confront the competition. Sometimes, there are too few important organizations or too many competitors in the community to avoid your competition. Don't necessarily avoid any organization that your competitors are already involved with, or one that is important to you, provided they don't dominate the landscape. Even so, you may want to get involved. Be secure enough to sit in a room with them, express yourself and, whenever possible, differentiate yourself from them. America is built on a free enterprise model that not only encourages, but actually requires competition. That doesn't go away when you enter a not-for-profit organization's boardroom.

Communicate unique qualities - relentlessly. As hinted at above, differentiation is as important as clarity in explaining yourself and your company to others. Your company's mission, positioning and strategic advantages are different from those of any competitor. Focus on the differences when you explain and demonstrate what you do. Exercise relentless repetition, because it takes a while for people, especially busy people in other fields, to get it. We often tell clients that if they think they have competition, they haven't defined themselves well enough. No one is exactly the same as you; no company is exactly the same as yours. Find the points of departure and illustrate them for others.

Ask for the business. Perhaps the greatest downfall of well intentioned, involved CEOs is thinking that people know they want business. Not so. Given how busy CEOs are today, it is easy for someone to get the impression you are too busy to want more business. Outsiders may not know what business you do want, and may be hesitant to make off-base referrals. So you had best be asking, directly or indirectly, whatever comes naturally and comfortably to you as an individual, whenever the opportunity arises. Jump on opportunities to network with individuals interested in learning about your company. Whenever someone says, "I'd like to know more about your business," it's a gilt-edged invitation. Accept it.

If you practice most or all of the above, it's fairly certain your community involvements will turn into business. Remember that people want to help other people. If you help my favorite not-for-profit, I want to help you, both so you will be paid back and so you will do more. It's not crass or inappropriate to seek the win-win. In fact, it's the key to lasting business success.