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Home Archive for category "Goal Setting"

Compensation is an equity issue.

In American business, an individual’s compensation package, particularly among managers and sales people, frequently includes an incentive component.  An example might be a manager who is paid a base salary of $75,000, but is able to earn an additional $25,000 if he or she is able to achieve certain goals or outcomes.  The proposition is,

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Work on your business, not in it.

According to the IRS, there are 18.1 million businesses in this country, but only 100,000 that employ 100 or more people.  So of the 18.1 million businesses in this country, 18 million of them are small businesses.  In addition, more than a million businesses are started here each year, but 800,000 of them will be

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“Without execution, ‘vision’ is just another word for hallucination.”

“Which is easier, strategy (planning) or execution?”  Ask any chief executive that question, and he or she will always answer, “Execution!”  Putting together a good strategic plan has its own challenges, but the real trick is making that plan happen.  And the reason for that is simple:  executing a strategic plan is important but not

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“Consider how hard it is to change yourself and you’ll understand what little chance you have when trying to change others.”

While researching their best-selling book, “First, Break All the Rules,” co-authors Marcus Buckingham and Curt Coffman interviewed over 80,000 managers in more than 400 companies. They wanted to learn what separates managers who are truly great from those who are just adequate.  Surprisingly, among the great managers, Buckingham and Coffman found more differences than similarities. 

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“I do not believe you can do today’s job with yesterday’s methods and be in business tomorrow.”

For most of us, when we think about innovation, we think about companies like Apple, Microsoft, or Google. We think about breakthrough, disruptive technologies like the GraphicalUser Interface which took access to the Worldwide Web from the hands of a few geeks who could write computer code and gave it to the masses. In other

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“Much of what we call management today consists of making it difficult for people to work.”

Noted business author and keynote speaker, Dan Pink, talks about motivation . . . a lot. He talks about what motivates us and what does not.  He talks about which motivators work and which do not.  One of his favorite topics is “if-then” motivators.  “If you do this, then you’ll get that.”  Those motivators grew

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Everyone is accountable

Accountability.  Everybody talks about it, but few really practice it.  In its purest form, accountability is a contract to carry out a specific responsibility, and if the responsibility is time-sensitive, to carry it out within a specific time frame.  The problem is, for many people,  accountability isn’t viewed as a contract, but more of a

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Five Things To Do Before December 31

Two years ago, I wrote a piece about things that ought to be done to close out the current year cleanly, and get a strong start in the new year.  Since this is the time of year to do those sorts of things, I thought it would be appropriate to post a similar piece.  So

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“At the end of the day, you bet on people, not strategies.”

The Filene Research Institute is a think tank aimed at helping credit unions find ways to operate smarter, more efficiently, and more effectively.  An acquaintance of mine who manages a credit union shared one of Filene’s reports with me.  The title of the report is “Attributes and Skills of Highly Effective Credit Union Managers,” but

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Outstanding organizations have one thing in common: an absolute sense of mission.

Mission, vision, and values are the three legs of a stool we call “culture.”  The leg we call “mission” is about purpose.  It answers the questions, “Why are we here?  What are we doing and why are we doing it?   Who are we trying to serve?”  Without a shared sense of mission, an organization is

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