The blog below is a repeat. It was first published a year ago, along with two companion pieces that will also be re-published in the two postings following this one. Combined, the three postings offer a template for developing a 2019 Plan. We are re-publishing these now because developing an Annual Plan is a critically
“Give up trying to grow the bottom line. Grow your people and your people will grow the bottom line.”
Simon Sinek is an author and lecturer . . . he’s a favorite of ours and we refer to him often. He is a self-described idealist who “imagines a world in which the vast majority of people wake up every single morning inspired to go to work and return home at the end of the
Our previous post talked about Continuous Improvement, but it’s an important topic that deserves to be thoroughly explored, so please consider this a continuation of the discussion we began with our last post. No matter how good we are, we can always be better. No matter how proficient we are, we can always be more
George Romney once said, “There is nothing more vulnerable than entrenched success.” In other words, we get a little success under our belt and there’s a risk that we become fat, dumb, and happy . . . in short, complacent. Hubris sets in and some rigor leaves. We take our foot off the gas a
Let’s talk about Bill Gross, the serial entrepreneur. As it turns out, there’s also Bill Gross the billionaire investor, but that’s not who we want to talk about. We want to talk about the other guy. The entrepreneur. This Bill Gross has personally started over 100 companies, and more than 40 of those have either
If your company has successfully navigated the challenges of “startup” and “early stage development,” and if it has arrived at a place where it is relatively stable and has market recognition, you can expect would-be buyers to start sniffing around, trying to determine if you’re interested in selling. Some entrepreneurs will start and sell many
“The real job of leadership is not to take charge. The real job of leadership is to take care of the people in our charge.”
As company owners, if we want to grow our enterprise into something that has size, depth, staying power, and value, we can’t do it alone. We need a team to help us . . . a team of leaders. But how do we develop our team? How do we select who will be on it?
Turnover can be good or bad. When we’re talking about inventory, turnover is very good. But when we’re talking about employees, turnover is bad. Very, very bad.
Employee turnover is a serious matter. And it’s a very expensive matter. It affects everything -profitability, productivity, customer service, quality control, and more. Yet too many of us treat turnover as an unavoidable annoyance. It’s true that some turnover is a good thing. From time to time, we need to weed out the people who
Sir Ken Robinson is an expert on education. learning, and creativity. He tells a story about once having served on a panel of speakers that included the Dalai Lama. During a Q&A session, the Dalai Lama was asked a question that he didn’t answer right away. After a long silence, the Dalai Lama finally responded,
“Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, ‘What’s in it for me?'”
We all talk about outstanding customer service, and many of us even claim to deliver it, but do we really? Too much of what we call customer service is really an attempt to mollify a customer after we’ve screwed up in some way . . . a restaurant may give a customer a free dessert