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
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
“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
Jim Hemerling is an author and a senior partner/managing director at the famed Boston Consulting Group. One of his particular areas of expertise is change management, so he must be a very busy guy these days because there’s a lot of change to manage. Change is coming at us rapidly, and it’s accelerating. He recently
The Loyola Ramblers were the “Cinderella” team of this year’s NCAA basketball tournament. True, they didn’t win the championship, but for a team that many thought couldn’t win their Missouri Valley Conference, making it all the way to the Final Four was an incredible feat. On the surface, it may seem that there aren’t any
Entrepreneurs often have a tough time delegating effectively. After all, the company is their baby. They gave it life and steered it through its formative years. They know how to press all the important buttons and pull all the essential levers better than anyone else. But if they continue to refuse access to those buttons