The Trusted Advocate

Silvanus360 Software for Recyclers

2009-10-04T10:52:00.001-07:00

Silvanus360 Software for Recyclers. Enables recyclers to manage internal operations, performance, and processes. Recycler software enables recyclers to connect to collectors, report to manufacturers and government with auditable source, downstream, reports, and governments forms. Enables recyclers to manage drivers, dispatch, and collection events. The most powerful software for recyclers just got better . . .

Silvanus360 Software for Recyclers

View more presentations from John Mehrmann.

Eliminate Bottlenecks for Process Improvements

2009-05-11T22:23:00.000-07:00

Bottlenecks are easy to identify in manufacturing and production environments, but challenging to correct. Automation alone will not eliminate bottlenecks to achieve optimum performance. Addressing every step in the process and the contributing factors enables real process improvements to occur. In office environments the bottlenecks are often a result of bad habits that arise from good intentions. How do we create bottlenecks and adjust delays that result from too much dependence on authorizations, approvals, and assignments to top performers?

Once upon a time . . .

A manufacturer invested millions of dollars to purchase and install state of the art automated robotic equipment on an assembly line. The upgrades included new conveyor belts to move material quickly down the line and cameras to capture movement with electronic eyes. Computer controlled robotic arms replaced workers who had been with the company for many years. Mechanical arms hummed with life, capable of moving five times faster than the human counterparts that they replaced. The mechanical arms were intended to deliver consistent quality, precision, and performance. The manufacturer spent hundreds of thousands of dollars per machine to replace personnel. The machines would work longer hours and take fewer breaks, even with the faster pace.

After installation was complete, the manufacturer hosted a ribbon cutting ceremony with champagne for the local reporters. The company shareholders were ecstatic about the new projections. Longer hours of operation coupled with the speed of the new equipment gave rise to promising revenue projections. The machines would run for twelve hour shifts, a contrast to the typical eight hour shifts that the factory workers had maintained with manual labor. To increase production with manual labor the factory ran a second shift, and in extreme circumstances, a third shift. With the new equipment the factory would operate twelve hour shifts as standard procedure and could nearly double that for a full twenty four hour day when necessary. The equipment needed only a few engineers to keep it company whenever extra shifts would be necessary. The executives and the shareholders bubbled with enthusiasm.

Six Months Later . . .

The production numbers at the end of the first month after installation showed minor improvement. In the second month after installation the production numbers again made minor gains, but were not rising rapidly enough to meet the expectations of management. At the end of three months the production increases seemed to plateau and did not improve beyond the achievements of the second month. As the numbers rolled in for the fourth, fifth, and sixth months the factory management became increasingly concerned. The automated production processes were running at one and one half times the rate of the manual production processes. The fifty percent gains showed improvement to slowly pay back the significant investment in technology, but considerably less than the projected amount or pace. At twelve hours per shift and five times the capacity, it was presumed that the new equipment would empower the factory to deliver much greater numbers.

The management team initiated an immediate investigation to determine the cause of the unimpressive performance and to make plans for improvement. After much research, the management team hired a retired factory foreman as a consultant. The foreman had been with the company for almost twenty years and responsible for designing many previous process improvements. The foreman had voiced many concerns when the factory announced automation, but his concerns were dismissed at the time as comments from a disgruntled employee. Despite the experts, the engineers, and the blueprints, the foreman had predicted only moderate improvements in productivity. When the factory management was dismayed to discover the incredible accuracy of the former foreman's predictions, they were compelled to hire him to help them address the dire situation.

The factory management tensely detailed the production numbers and soured over reports for the former foreman. The management produced charts, checklists, and financial projections. Engineers pointed to the capabilities of the equipment operating at less than peak potential. The former foreman listened politely to the presentations and then asked to walk the factory floor. Armed with only a pad of paper, a pencil, and a stopwatch, the foreman strolled to front of the line. Shaking hands with his former colleagues, the foreman watched them load materials on the line. The employees carefully coordinated the complicated dance of moving materials from loading docks and inventory to the production line. The foreman studied the process for less than twenty minutes with took nearly as many notes.

Having briefly monitored the front of the process, the former foreman walked to the end of the line. Product came swiftly to the end of the line, where it was staged for inspection and packaging. Robotic arms hummed and carried completed product from one station to another with speed and dexterity. The equipment sped product to packaging and then slowed to a stop as it waited for the packaging process to complete. The automated processes shuffled, sorted, and separated the product into lines for packaging. Employees rushed to keep up with the productivity of the equipment, but inevitably, the conveyors would slow as product became backlogged in the packaging process. The packaging process moved at the same pace that the foreman recognized for many previous years. The former foreman thanked each of the dedicated employees as he patted them on the back as he made his final notes.

Factory Bottlenecks . . .

The factory management was only slightly relieved to know that the equipment was truly capable of achieving the predicted production estimates. Unfortunately, as the foreman explained, the equipment would not achieve full potential without considerable changes to the packaging processes at the end of the line. The foreman clearly identified bottlenecks in the process that limited the throughput. The robotic arms and the fast moving conveyors could not possible push product any faster than ability to take it off the end of the line. The engineering effort at each stage in the process remained limited by the packaging at the end of the process. Limited increases in production were the result of the longer hours of operation, not the speed of the equipment.

With the help of the experienced former foreman, the factory management adjusted the packaging processes and installed new lines to accommodate enhanced productivity. But the foreman cautioned the factory management and shareholders not to celebrate too quickly. Even as new processes were being implemented to improve packaging, the line would not move any faster than the ability to load materials at the front of the line. To keep up with the capacity of the automation, the supply of materials would need to be adjusted as well. Fixing a bottleneck at the end of the process would enable faster throughput and nearly double the current rate of production. Improving access to materials would overcome bottlenecks at the beginning of the process, resolving limitations and doubling capacity once again.

The factory management soon learned that adjusting processes to eliminate bottlenecks is a continuous process improvement. As each bottleneck was discovered and adjusted, new bottlenecks became evident. Identifying and improving the slowest part of any process is not the result of manual or automated processes. Eliminating bottlenecks requires understanding the capacity of every step and every person in the process.

Office Bottlenecks . . .

Bottlenecks are not limited to factory production but also occur in other processes. For example, processes that rely on teams, departments, and individuals are ripe grounds for bottlenecks. If a process requires a group of people to rely on the results of another group, individual, or system then there is potential for a bottleneck to occur. Any step in the process that is limited by the output or results from another contributor is a potential for bottleneck. In every business and process there are dependencies, and such dependencies do not mandate bottlenecks, but these are the places to look for them. If a job does not start because documentation is not complete, that is a bottleneck. If an action cannot be processed because it is waiting for input, that is a bottleneck. If functions cannot be performed because they are dependent upon authorization, review, approval, or other response, that is a bottleneck.

Some bottlenecks are inserted by design as a check and balance to assure quality. That is a mistake. If the assurance of quality is dependent upon stopping the progress of your productivity then you have some other serious problems. To assume that a bottleneck is required as a stopgap measure to inspect, approve, or otherwise control the process means that the designer of the process has allowed and accepted inferior performance. Rather than stop or slow the process, why not speed up the inspection, authorization, or approval processes? Powerfully productive organizations do not allow inferior performance and do not allow excuses for bottlenecks to justify lower productivity. If the capacity of many is dictated by the capacity or even the controls of a few, then you have not only allowed but also inherently designed additional costs and competitive weakness into your process. If inspections, authorizations, and approvals are slowing your response time, then do something about it!

Good intentions often lead to bad habits. This is evident when bottlenecks occur from relying too heavily on highly productive individuals or systems. It is common practice to place more responsibility on an individual if that person consistently demonstrates the capacity for it. This is not intended to imply a judgment on any individual talents because each person has a unique combination of strengths and experience. It is inevitable that some individuals are more adept at certain tasks than other individuals. The natural tendency is to continually rely on the top performers. This can quickly become a dangerous habit as the workload for the top performers continues to increase disproportionately. So what should you do about it? Workload should be consciously and intentionally proportioned to encourage the development of all performers and to give top performers some time to expand capabilities or work on urgent priorities. Do not overload top performers with the intention to just get the job done because this short-sighted approach creates the risk of burning out the top performers, and it means that your resources will be limited in the event of an emergency. Let's be honest, you do have top performers as demonstrated by yearly performance reviews. It is inevitable that your organization will have some emergencies, big or small, from time to time. Make sure that your top performers have the bandwidth to address your biggest issues or unexpected emergencies. Who do you want to give a little extra time to for creativity? Who do you want to be available in case of emergency? How are you structuring workload and bottlenecks to create good habits?

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Words of Wisdom

"You may delay, but time will not."- Benjamin Franklin

"Delay always breeds danger; and to protract a great design is often to ruin it."- Miguel de Cervantes

"Good intentions often lead to bad habits.”- John Mehrmann
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The Trusted Advocate by John Mehrmann is On Sale Now in the United Kingdom

2009-05-11T22:19:00.000-07:00

The award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, is available now from many fine booksellers in the United Kingdom.

Booksellers throughout England respond to the rising demand for The Trusted Advocate: Accelerate Success with Authenticity and Integrity.

“Most sales training books emphasize technique and process. The Trusted Advocate takes it to the next level, starting with understanding yourself and your values and guiding you to become exceptional by doing the right things,” said Eric Nelson, President of Secure Privacy Solutions. “I recommend this book to anyone that has the desire to excel and improve their professional relationships. It might even help your personal relationships."

In a bleak economic period, many companies and individuals are actively looking for ways to differentiate personal performance from the competition. With dramatic demands to deliver results, coupled with relentless personal and professional pressure, the time is ripe for a fresh perspective to achieve prosperity and self-fulfillment.

“In effect, we are all salespeople - whether our need is to sell the ideas we believe in, to secure the best terms for the services we need, or just to convince our boss to give us a raise. Simply put, applying the concepts presented in this book will help to make the world a better place, period,” said Azriel Winnet, author of Your Gateway to Better Communication Skills.

As demand grows, an increasing number of booksellers offer The Trusted Advocate for sale online.

The Trusted Advocate is available from Amazon.co.uk in hardcover, paperback, and now available for immediate download to the Amazon Kindle and Amazon Kindle 2 electronic book Readers.

The Trusted Advocate is available from Eddington Hook, mail order specialist booksellers for Open University students, at eddington-hook.co.uk

The Trusted Advocate is available at Start-Up Books, the home of business books online, at startup-books.com

The Trusted Advocate is available from Blackwell, the knowledge retailers, at bookshop.blackwell.co.uk

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The Trusted Advocate is available from Eruditor, the low cost bookstore, at eruditor.com

The Trusted Advocate is available from TSO Bookshop Online, information and publishing solutions, at tsoshop.co.uk

For an updated list of booksellers around the globe, go online to TheTrustedAdvocate.org

Readers may also join The Trusted Advocate group on LinkedIn. LinkedIn is a business oriented social networking site with more than 25 million experienced professionals from around the world, representing 150 industries. Members of The Trusted Advocate Networking Group display a dedication to the personal principles espoused by the group with a badge on the individual’s profile. The badge makes it easy to identify a fellow Trusted Advocate. For more information on the award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, go to http://www.TheTrustedAdvocate.org

Winning Strategies for a Tough Economy

2009-05-11T22:17:00.000-07:00

Challenges create opportunities, and this is particularly relevant during tough economic conditions. It is not enough to review your own internal cost cutting measures. A global economic crisis demands attention to the needs of clients, consumers, and your strategic partners. To look out for your future means looking outside your company and adjusting your internal strategy to accommodate future growth.

Summing It Up in Two Statistics

A survey by Harris Interactive revealed that 52% of customers responded that Outstanding Service is the number one reason for doing business with a company. 38% responded that Lowest Price is the number one reason to do business with a company. What does overwhelming statistic mean in a strategic sense? It is simple, while striving to reduce cost and offer a competitively priced product or solution, do not sacrifice your customer service or you will be the one ultimately paying the price.

Top Tips

Cost cutting cannot make up for economic challenges if the reductions impact your ability to generate revenue. When revenue and consumer spending is scarce, it is even more important to leverage your organization's ability to create new opportunities and to satisfy existing customers. Consider new services from within your organization and from innovative partners to stimulate your own economic recovery by offering outsourcing and cost cutting opportunities to your clients. Clients and consumers are willing to investigate low cost customer satisfying options that they may have ignored during better conditions. Helping customers cut costs may create new service revenues for your company.

Don't discontinue any existing customer initiatives during uncertain economic times. If necessary, adjust the scope or the schedule of your initiatives to accommodate your budget or your client's budget. Demonstrate your commitment to your clients and your willingness to persevere.

Proactively communicate with your customers. Maintain a strong relationship and do not allow an opportunity for your competition to steal your clients. Furthermore, make sure that you are aware of the financial conditions of your clients. Help your customer to deal with economic challenges, and be aware of how the profitability of your customers will impact your own business trends.

Organizations and consumers are much more deliberate about purchasing decisions during uncertain economic times. Provide adequate information for your customers to make informed decisions, and provide economic comparisons to demonstrate your competitive virtues. Make it easy for your customers to recognize the financial benefits of your products or services in comparison to competition, alternatives, or lack of action. Sometimes a lack of purchase, or lack of investment, can have detrimental fiscal impact on your clients, Make it easy for your customers to justify the decision to invest in you.

When budgets and pocketbooks are tight, purchasing decisions are often delayed. During these conditions, it is even more important to nurture your pipeline and to maintain a stream of communications with prospects and the market. Many organizations reduce marketing and communications budgets to cut expenses when time are tough. There may be discounts available for advertising. Look for opportunities to convey your message, especially for the gaps created by suddenly absent competitors.

Monitor the return on your marketing and service investments. Identify those opportunities that have the highest yield for both short term and long term profitability. Shift your investments to the areas with the highest returns and lowest risk.

Invest in innovation and technology. Improving your infrastructure should improve internal efficiency with applicable automation, and investments should also improve customer satisfaction. Some IT investments directly impact your customers, and some improvements enable the internal resources to better monitor and be responsive to the needs of customers. Before slashing a program from your IT budget, consider how it will impact the ability to take care of customers, and how that reflects on your ability to sustain the revenue that comes from loyal customers. Customers will remember your actions long after the economic hardships have receded. Your communications and your commitments to your customers will be remembered long after the pains of the uncertain economic turmoil if forgotten.

IT Investments

TechWeb Research asked the question, "How important are each of the following business imperatives in terms of priorities that your IT organization must support?" The results of this survey were published as "The State of Business".

Improving Customer Responsiveness: 64% High Importance, 30% Medium Importance, 6% Low Importance

Reducing Costs: 63% High Importance, 32% Medium Importance, 5% Low Importance

Speeding Product Delivery to Market: 57% High Importance, 33% Medium Importance, 10% Low Importance

More Agile and Streamlined Integrated Supply Chains: 41% High Importance, 48% Medium Importance, 23% Low Importance

Global / International Expansion: 38% High Importance, 27% Medium Importance, 35% Low Importance

Integration due to Mergers and Acquisitions: 24% High Importance, 40% Medium Importance, 36% Low Importance

How would you rate each of these areas with regards to importance?

How do you think that you organization rates the importance of each of these areas?

How do you demonstrate the importance of these areas in your decisions, your budget, and your strategic initiatives? Customers will make their current and future purchasing decisions based on the communications and decisions that you demonstrate today.

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Words of Wisdom

"Technology is a way of organizing the universe so that man doesn't have to experience it."- Max Frisch

"For a list of all the ways technology has failed to improve the quality of life, please press three."- Alice Khan

"Letting your customers set your standards is a dangerous game, because the race to the bottom is pretty easy to win. Setting your own standards--and living up to them--is a better way to profit. Not to mention a better way to make your day worth all the effort you put into it.”- Seth Godin

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You are the Company

2009-05-08T17:01:00.000-07:00

Do you sometimes feel disillusioned about your company, insecure about your career advancement, or distraught by economic challenges? Do you wonder if your contributions are perceived as valuable, or question your own sense of purpose? Do you think that the company is responsible and should be doing something about the situation? You are the company.

When the Going Gets Tough. . .

Downsizing, rightsizing, and reorganization are pleasant terms for lay-offs. Salary adjustments, benefits reductions, eliminating overtime, hiring freeze, and mandatory vacations are symptoms of cost containment measures. Sometimes tough decisions in the company can make global economic conditions a little too close to home. You may have lost friends and colleagues during reorganization, or your pay may have been adjusted, or you may wonder about the security of your career. A natural reaction is to blame the company, to feel fear in the stability of the company, or to feel that the company has let you down. The problem with blaming the company or holding the company responsible is that it belies the very nature of employment, because you are the company.

If you are part of an organization and you have felt the impact of losing friends and colleagues, then you have first-hand experience to appreciate the magnitude of the contributions that other people make to an organization. It hurts to see good friends lose their jobs, even the ones that complained about those jobs in the past. There is shared burden of the responsibilities that must be achieved, even when there are fewer people in the organization to do them. Tough times can make the environment challenging and sometimes threatening. You may be looking to other individuals for reassurance, solace, or inspiration. Most likely, there are many other people who are looking for the same things from you. You have the opportunity and the responsibility to have as much impact as those around you, and more than those who have gone before you. You are the company.

Regardless of the size of the company, or your tenure, or your position, you are an important part of the organization. If you are a sole proprietor or a consultant, then you may very well be the entire company. If you are part of a larger organization, no matter what you do, there are others counting on you. It does not matter if you have been in your position for six weeks, six months, or six years, your contributions are important to the success of the organization and thereby affect everyone in it. Your contributions are valuable, and your demeanor has a significant impact on everyone around you. People are counting on you, because you are the company.

You are the Handshake to Vendors and Partners. . .

Do you interact with current or potential vendors, partners, service providers? To the outside world, your commitments and your actions are inseparable from the company. Vendors and partners will form an opinion of everyone in the company based on the experiences of interacting with you personally. It is presumed that your attitude and your reliability are formed by the culture of the organization and are representative of the value instilled by company policy. Your attitude is synonymous with the demeanor of the organization. If you are trustworthy, compassionate, consistent, and fair, then vendors and partners will expect the same to be true of nearly everyone in the company. Moreover, your actions and attitude can even overcome inadequacies in other areas of the organization and renew confidence with vendors and partners, because you are the company.

No amount of advertising dollars, marketing, or branding will overcome personal interaction and experience. You can put perfume on a pig, but it is still a pig. No logo, slogan, or rhetoric can compensate for poor performance, dishonesty, or a negative personal experience. On the other hand, earning a reputation as a reputable individual, a knowledgeable resource, and a dedicated partner are individual qualities that are powerful endorsements for the organization. Quality individuals are necessary assets to an organization, and much more valuable than a good logo or slogan. Good partners build lasting and mutually beneficial relationships. Good personnel are able to identify mutually rewarding relationships with partners, and great personnel know how to identify and deal with unfair or unreasonable partnerships. Creating, managing, and nourishing mutually rewarding relationships requires skill, experience, talent, and determination. To those vendors and partners you are more than the handshake, you are the company.

You are the Face and the Voice to Customers. . .

With customers and clients there are two primary activities during which you are the face of the voice of the company. You are the face and the voice of the company when you are asking the prospective customer to buy from you, or you are the face and voice of the company when you are asking the customer to buy from you again. Sales and marketing activities are intended to convince a prospect that purchasing goods or services from the company is not only a good idea, but the best idea. Sometimes the sales representative is the only face or voice that a customer will ever associate with a company on a personal level. This is a very big responsibility. Sometimes sales occur through a channel, which means that the company sales representative must effectively communicate, motivate, and enable a channel partner to sell goods or services on his or he behalf. This is a special talent, because the person and company acting on behalf of the sales representative must have complete confidence in the person that they are dealing with, so the channel partner can pass on this confidence through the channel and to the ultimate customer. Such confidence comes from relationships that established between people, not between buildings, logos, or contracts. To customers and channel partners, the face and the voice of the sales representative are the face and voice of the company.

Customer service and operations activities are intended to convince existing customers that the original investment commitment was the best idea, and that it would be a good idea to do it again. Customer Service and operations are responsible for protecting the company reputation, delivering on commitments, and enabling repeat sales. The sales, operations, and service departments must be synchronized and aligned in an organization to voice accurate expectations and commitment, and then to deliver them. In many cases, the only personal interaction that occurs with a company may be the result of a problem or a service event. The responsiveness, compassion, and resolution are representative of the entire organization. Empowering customer service demonstrates commitment to live up to expectations. Compassion demonstrates care, and cements a lasting relationship when reliable results are produced. To the customer, the customer service experience is the face and the voice of the company.

With Great Power comes Great Responsibility. . .

Your decisions, actions, and reactions have tremendous impact on your colleagues, partners, and customers. Your decisions may directly impact a partner today, or the performance of your responsibilities may influence the response of a colleague or customer tomorrow. It is important to recognize the value of your contributions. Your comments, optimism, and enthusiasm may be the motivation that someone else needs right at this very moment. Acting with determination and commitment demonstrates leadership and responsibility that both internal and external customers are actively searching for right now. You have the ability to influence relationships and reputation with and within your company. It does not matter how important or insignificant you may have thought your job duties to be. What matters is how much you personally can contribute to the success of your colleagues, your partners, and yourself, because you are the company.

Footnote to Job Hunters . . .

If you are in career transition and looking for your next company, remember that you are your own company. Treat your career transition with the same diligence and commitment that you would treat job responsibilities. Develop an active campaign to promote your capabilities, nurture communications with former colleagues, and maintain a rigorous and disciplined schedule to invest your time in locating an opportunity to advance your career. As with any job, there will be some setbacks and disappointments. Some tasks are not as enjoyable as others in the doing of them, but may be equally satisfying on the completion of them. When hunting for your next job, treat the transition as part of your career development. Learn to market yourself, sell your capabilities, and take care of prospective employers as your customers. The commitment and discipline that you put into the career transition is often reflected in the attributes of the organization that recognizes these qualities in you. If you want the next company to see the quality in you, then let them see that you are your company.

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Words of Wisdom

"Sometimes we think that we are holding bronze and only realize that it was Gold when we do not have it anymore. Treat everyone like Gold, and most often they will show you the Gold within them."- Samson Eshetu

"Customers don't distinguish between you and the organization you work for. Nor should they. To your customer's way of thinking, you are the company. Customers don't know how things get done behind doors marked 'employees only'. They don't know your areas of responsibility, your job description, or what you can and cannot personally do for them. And they don't care. To customers, those things are your business, not theirs."- Ron Zemke, author of 'Delivering Knock Your Socks Off Service'

"You don't have to spend a jillion dollars on advertising to get your word out. What matters is that customers have a good experience with your product at every single point of contact. We completely obsess about execution. Doing good is good business.”- David Neeleman, founder of JetBlue Airlines

"Others can stop you temporarily - you are the only one who can do it permanently.”- Zig Ziglar, author of 'See You at the Top'

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Reorganizing the Organization after Reorganization

2009-04-13T00:17:00.000-07:00

Reorganization and downsizing create new challenges within an organization. Staff reductions can be very hard working on all employees. When the cause of layoffs is the result of economic pressure, there is nobody to blame and no fault to be found, but there is responsibility to the remaining colleagues to pull together and forge a strong foundation for the future. What should you do under these circumstances?

Responsibility to the Remaining Staff

Recognize the emotional consequences of reorganization. Significant restructuring impacts nearly every individual in the organization. Friendships that have been forged in daily interactions and mutual support are suddenly separated when one entity remains and another party is asked to leave. This inevitably impacts mental and emotional motivation.

Even without personal bonds of friendship or camaraderie, significant reductions in manpower result in substantial adjustments of workload. Just because the organization is capitulated to reduce operating expense does not mean that the amount of work has decreased. On the contrary, the nature of change means that there is more work and more responsibility, because the act of change requires effort. This means that the original workload is increased by the work of change. This also means that individuals may be required to absorb additional responsibilities even as they are learning them. There are fewer people to share the burden of the rate of change and the workload. The pressure felt by each person can be overwhelming at times.

It is important to recognize the psychological, emotional, and physical strain that is shared across the organization. While coping with the loss of colleagues, individuals inevitably question the security of their own position. It is not unusual for a reorganization to include other cost cutting changes, including adjustments to salaries or benefits, setting limits on work hours, or forced use of vacations. Sometimes the seemingly subtle acts of eliminating coffee, artwork, bottled water, or office aesthetics can send a loud message of fear and concern for the future. As a manager, leader, or colleague, it is important to recognize the signs of impact on everyone in the organization and to be prepared to respond accordingly.

How to Respond

Be open and honest in communications that relate to the stability and the future of the organization. If the cost cutting measures are over, then let it be known. If the expense reductions are targeted to reach a specific goal, then share the goal with the organization and share the effort to achieve the goals. Give employees and colleagues a venue to express concerns, vent frustration in proper and private setting, and collaborate on methods to counteract the stress.

Position Profiles

Each department should have well defined profiles of each position. A position profile consists of documented routines, responsibilities, and levels of authority. Immediately after a reorganization, these position profiles should be distributed and revised accordingly. Work assignments can be restructured and reallocated with documented clarity and explanation. As roles change, the new guardians of the responsibilities have documented instructions to follow, accompanied with guidelines, schedules, metrics, and reports of previous performance. It makes the transfer of responsibilities easier to manage and quicker to come up to speed.

Position Profiles are very different from job descriptions. A job description is typically a bulleted list of activities that may be performed by a particular job title, and the list of desired qualifications. This comes in handy when posting a position for hire, but is entirely inadequate as a position profile. A position profile should describe in detail the daily, weekly, or monthly routines performed by a person in a position. The position profile should include the metrics to measure performance, so there is an understanding as to determining the effectiveness of the job performed. The position profile should include a clearly defined level of authority for making decisions relevant to the completion of job related activities. For example, does this position have the authority to make a final decision, recommend, or influence a decision that has economic impact? It is good to have these things defined, especially when someone new inherits the responsibilities.

Uh-oh, if you do not currently have profiles, don't panic. This is as good a time as any to start creating them. If you do not have position profiles before the dust settles on the reorganization, then begin by asking each person to document a list of duties and responsibilities. When responsibilities are defined, review them as a group or department to make sure that nothing was overlooked. It is always surprising for individuals to realize how much each person contributes that may not have been fully recognized. When each person is confident that the lists are complete then begin to identify the metrics and goals associated with the performance of responsibilities. Goals may be based on time, schedules, financial metrics, or merely completion. Then define the level of authority associated with each task. Finally, create a step-by-step process that can be followed by another person. As you can imagine, such detailed profiles also come in handy when one person needs to fill in for another person during vacation and holidays.

The task of creating position profiles can bring a sense of purpose and clarity during a period of change and uncertainty. It encourages each person to reflect on new responsibilities in a very focused and structured manner. The documentation brings clarity to the position, and mutual understanding with management. Assigning and understanding the performance metrics are equally important for mutual alignment in anticipation of reviews and performance appraisals. Having a defined method of measuring tasks takes all the guesswork and effort out of creating fair performance appraisals.

Where to Find Short Term Success

The most powerful ideas for short term success and immediate impact will come from the employees. Listen to the creative ideas of the people who have the responsibility for getting the job done on a daily basis. Inevitably there is a wealth of creative ideas to automate processes, streamline workflow, and integrate activities. Create opportunities for employees to collaborate on ideas that can make their routines more effective and efficient. Create a platform to recognize and reward collaborative teams for developing cost cutting, performance enhancing, or streamlined processes. Collaborate with colleagues to do the same.

Where to Find Long Term Success

Powerful concepts for long term success will come from clients and partners. Listen to the voice of your customers, their needs, and their requirements. It is important to be aware of how economic pressures are impacting your clients, and it is just as important to recognize when clients are experiencing new growth. Look for partners to help meet the needs of customers today, and develop a platform to be ahead of your competitors in the future. Investing in innovative strategic platforms today enables an organization to race past the competition in the coming months. Be aware of the innovation and be prepared to work with experienced partners. Having the right strategic partner and platform can empower an organization to stay ahead of client needs and the competition.

Good Times are Good, but Bad Times Make Us Better

It is easy to be complacent during periods of successive growth and profitability. Global stock markets have demonstrated the degree to which rising promise and good fortune can mask a multitude of shortcomings, bad decisions, or impractical investments. In some very public instances, bad business practices were exposed by a rapid decline in fortunes. While the good times make it easy to share enthusiasm and success, it is the bad times that require organizations and individuals to reflect and make necessary changes. When these changes are planned and practical, the adjustments forge a stronger foundation for the future. It is a time to be internally honest about the requirements for survival. It is a time for teams and partners to collaborate for maximum performance, efficiency, and productivity. The tough periods offer an excuse to address our sense of purpose and to jettison distractions that interfere with the real requirements.

There is a very common pattern that exists with organizations and individuals. Greater accomplishments are often realized after a period of great challenge. Sustained periods of success and good times typically graduate into a plateau of complacency. The person or organization is satisfied with status quo or mild growth, and the satiated appetite loses the hunger to achieve. However, after a period of sharp decline, the natural response is to reorganize and adjust to rebuild. When the adjustment and planning are augmented by sustained effort, the new successes inevitably surpass the previous plateaus. A period of great challenge is indeed an opportunity to reinvent and renew that passion that propelled your previous successes. Turn the concern into a burning fire of desire to succeed, and share the passion.

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Words of Wisdom

"The greatest challenge to any thinker is stating the problem in a way that will allow a solution."- Bertrand Russell

"Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better."- King Whitney Jr

"Challenges are gifts that force us to search for a new center of gravity. Don't fight them. Just find a different way to stand.”- Oprah Winfrey

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Preparing for Your Next Job

2009-03-29T16:54:00.000-07:00

When in-between jobs and preparing for your next career, make amends for the sacrifices of the last one.

Write It Down

Make a personal journal of your transition experience. Keep track of daily events and observations that may result in new opportunities for you. What job postings or recommendations got your attention each day? Keep clippings from newspapers and printed copies of lists or reference information from web sites in an organized manner so this information is readily available at your fingertips. Treat this information gathering as your own research project. As you investigate, more opportunities will become available to you. Don't lose an opportunity simply because you lost track of it.

Get Connected

Network like your income depended on it! That means reaching out to friends, former colleagues, and even former competitors. It means that the time that you spent investing in your company and your reputation will pay dividends.

There are many ways to work with your network. Social networking sites can be either helpful or harmful. LinkedIn helps to maintain professional relationships, keep track of former colleagues as they move from one company to another, and meet professionals with similar group interests. LinkedIn also offers an invaluable tool for sharing endorsements and testimonials. Giving and receiving endorsements with the online utility is a tremendous way to provide an immediate reference, and to demonstrate your own connection with similar respected professionals. It is common to use LinkedIn endorsements as references attached to resumes, making the job of checking references very easy for recruiters and human resource professionals. Giving endorsements is a way to demonstrate your personal connection to a respected peer, and often results in a similar favorable response.

Social networking can be harmful when the social aspect of the online community demonstrates habits or characteristics which may not be desired by potential employers. There are a multitude of incidents in which individuals have lost job opportunities, and lost jobs, as a direct result of pictures and comments posted on social networking sites. While it may be all in good fun to post pictures or comments of friends and family in various embarrassing situations, there are many employers that now use these online references to determine how a potential candidate's behavior may reflect on the organization. It is a great opportunity for a company to avoid hiring a potentially embarrassing candidate by discovering the embarrassing content that is already available on the world-wide-web. Treat your friends and online social contacts with courtesy and respect, and ask for the same considerations in return.

Variations of Your Theme

Make a variety of versions of your resume. When submitting your resume, make sure that it matches the job opening and contains many of the same keywords. It is a common mistake to work diligently to create the one perceived perfect version of your resume. You may toil for days to get all of the information and details sorted in the manner that you believe are the best representation of your talents and experiences. In reality, the individuals at most companies are not interested in finding the candidate with the most impressive resume, but those hiring individuals are interested in finding the candidate that is best suited to fill the responsibilities of the position. That means that it is far more important for your resume to fit the needs of the position than for your resume to fit your own needs.

Start with a version of your resume and then make several variations on your theme. When preparing to submit your resume for a particular position, read the job description very carefully and highlight the pertinent keywords. Then, review your resume and your real personal experience to identify how those keywords relate to your previous work experience. Try to use those keywords in describing your own achievements, and create a version of your resume that is tailored specifically for the open position. Make sure that you keep a copy of that version of your resume, perhaps even name the document with the name of the company and position for which you wish to interview. When your opportunity to interview arises, be sure to review your customized resume and take a copy with you.

Before the Interview

Before going on an interview, study the company history, mission statement, and culture. Study the company competition. Why are they filing this position? Be prepared to have an intelligent conversation about the company and the position. Be prepared to present your ideas regarding how your experience and capabilities will contribute to achieve the goals of the company. Identify the key strengths from your resume that you think may have caught the attention of the interviewer, and be prepared to discuss them in detail. Prepare questions about the company, culture, and the other people in the area of responsibility. It is not enough to fill the position with your personal attributes and to be the right person for the job, but you must also be the right person to fit in the mix of the other personnel who are already in the organization. Prepare yourself to be that person.

Do It Now

Do something positive for yourself. When you were actively working at your position, there were many things that you probably wished you could do if you only had the time. Guess what, now you have the time! Do you remember how you always wanted to lose weight and get in shape, but you were always too busy to go for a walk or do a little exercise? Do you remember those books that you thought would be good to read, but you never had the peace and quiet to sit down with them? Do you remember how much you wish that you had time to complete that project around the house? Sure, it may be hard to get the energy and enthusiasm to get yourself started on any of those things right now. You have the time, and your excuses are gone, but you don't feel the desire to start doing them right away. Is that the case with you? What's wrong with this picture? Go do it, and start today! You will be amazed at how much this simple act of personal courage can change your life. Use the time that you have now to do those things that you always wanted to do, and then when your next career starts to consume your time, you will discover that you can always preserve the time that you need to do these projects. Once you start to exercise, you will always find time for it. Once you start to read or do projects around the house, you will discover that working will not get in the way of doing those things again. This is your chance to make a tremendous change in your life. Don't miss out on this opportunity.

Do It for Someone Else

Just as you make time to do something for yourself, make time to do something special for someone else. This could be calling an old acquaintance to renew a friendship. This could be contacting a former colleague to offer assistance or encouragement to them during the job hunt and career transition. This could be volunteering to help at a community event, or making a contribution to a special cause. Act as a consultant, volunteer your services, or share your experience with a former colleague. Whenever possible, use your talents, experience, and capabilities to help others. You may be waiting for your next employer to apply your skills, but you can keep them sharp by using them to help other individuals or organization in the interim. Volunteer a portion of your time to apply your skills and in the process everyone is rewarded.

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Words of Wisdom

"More than any other time in history, mankind faces a crossroads. One path leads to despair and utter hopelessness. The other, to total extinction. Let us pray we have the wisdom to choose correctly."- Woody Allen

"In theory, there is no difference between theory and practice; In practice, there is."- Chuck Reid

"If you limit your choices only to what seems possible or reasonable, you disconnect yourself from what you truly want, and all that is left is a compromise.”- Robert Fritz

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New Release for The eBook Store from Sony, The Trusted Advocate by John Mehrmann and Mitch Simon

2009-03-29T16:52:00.000-07:00

Visit the eBook Store from SONY to download the latest award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, by John Mehrmann and Mitchell Simon.

Orange County, CA (EBINews) March 29, 2009 – The award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available as an electronic book for the SONY eBook Reader.

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is empowering individuals to overcome challenges, eliminate objections, and supercharge careers. In an era with global economic change, jobs in transition, and organizations searching for survival, The Trusted Advocate is a compelling compass to personal achievement and ultimate financial success.

“John Mehrmann is the greatest sales person I have ever worked with, yet in reality, he is not a sales person at all. His ethical, honest, caring approach allows him to find areas that he can help you, while not asking for your business. You just want to work with someone like him.” – Michael Moore

“Reading The Trusted Advocate was a real déjà vu experience for me because it captured every situation that I personally experienced and often struggled with in representing my customers and the companies that I worked for. The practical approaches and solutions in Trusted Advocate provide clear, explicit, and factual examples of how to address the strategic and tactical issues that often crop up when the need exists to be a company loyalist and customer advocate while maintaining personal integrity and providing a win, win solution for both constituents being represented.” – Barnes & Noble Reader Endorsement

“John Mehrmann is an amazing talent, but more importantly, an amazing person. He is rich in experience and talent, and is eager to share. He is a born leader and teacher, and I thank him for writing The Trusted Advocate. He truly lives his words, and reading The Trusted Advocate was like reading the manual to his success!" – Jessica Joyce, Global Account Manager

“John Mehrmann is the epitome of professionalism. His communication skills surpass anyone I have ever had the pleasure to conduct business with. He is a wonderfully positive individual go radiates warmth, kindness, fairness -- all in combination with being a truly great human being. He is also highly intelligent blended with common sense approaches. I highly endorse John to one and all!" – Marcia Sanguinetti, Fujitsu Computer Systems Corporation

The Trusted Advocate: Accelerate Success with Authenticity and Integrity received the Editor’s Choice Award and the Publisher’s Choice Award for excellence. This incredible book is available online from Amazon, Barnes & Noble, Borders, and many booksellers around the globe.

To purchase the SONY eBook Reader version of The Trusted Advocate, simply visit The eBook Store from SONY and follow the instructions to download an e-book version.

For more reader reviews, chapter summaries, excerpts from the book, and a list of international booksellers, please visit www.TheTrustedAdvocate.org

Coping with Career Change

2009-03-22T11:12:00.000-07:00

Lost your Job? Experiencing a sudden or unexpected career change? Worried about your future?

The emotional response to career change is similar to dealing with loss as characterized by Kubler-Ross.

Denial

There are typically two stages of denial that occur with sudden or unexpected career transitions. The first stage is typically very brief. There may be a short suspension of belief in which it is hard to imagine that you no longer have that job. The facts are pretty hard to deny, the position was there one day and you were gone the next day. Regardless of the circumstances, it is fairly difficult to deny when this fact when that door has been closed.

The second and more dangerous period of denial occurs when lifestyle is not altered, even though the income has changed. In many cases, denial is subsidized by a severance package, a golden parachute, or unemployment benefits. The employer no longer provides the ongoing checks or benefits coverage, but the income if otherwise subsidized and therefore lifestyle if not substantially altered. This form of denial can be very dangerous and should be quickly resolved. With time the severance package, unemployment benefits, or personal savings will start to diminish and eventually run dry. It is difficult to predict exactly when the next position or career will create a new source of income, and it is difficult to determine how the compensation and benefits will compare to previous position. When the change occurs, it is a very good time to begin assessing your financial responsibilities and expenses.

Each month as the credit cards statements, rent or mortgage, and other expenses arrive, use that as an opportunity to evaluate the necessity of the expenses that you incur. It is a common habit that expenses grow in proportion to an individual's ability to support the expenses. Clothes, cars, and eating habits are examples of expenses that easily adjust with a person's ability to sustain the expense. Subscriptions, hobbies, and miscellaneous expenses are often forgotten or disguised personal expenses. Every time that you pay an invoice, consider how that costs compares to your personal hierarchy of needs and how you can be a little more frugal in your expenditures. If you can reduce your expenses now, it will continue to bear fruit, even when your income is restored.

Anger

It is natural to be angry when events impact a person's routines. It is natural to feel anger when events interrupt an individual's ability to support a family or otherwise jeopardize financial responsibilities. It is natural, but is it productive? If the career change is due to personal lack of performance on the job, then there is nobody to blame but yourself. If the career change is due to financial hardship by the company, thereby resulting in overall job reductions, then there is nobody to blame at the company that is also struggling to survive. Organizations have a responsibility to support clients, customers, shareholders, and the remaining employees to the best of the ability of the company. Whatever the cause of the career change, the natural responses of anger and frustration lack direction and therefore offer no source of consolation.

Do you feel the energy that comes from frustration, anger, or enthusiasm? Emotions charge the body with adrenaline and create energy. Even negative emotions like frustration, anger, or worry can create an emotional charge that can be redirected into positive energy. If you sit still and let negative emotions take control, then you may find yourself drowning in continuous waves of negative thoughts and concerns. Rather than slip into depression or self-pity, use that energy to give you incentive to concentrate on positive projects. For example, invest your energy in reworking your resume. Begin making lists of opportunities and invest your time in researching companies that are showing positive growth. Start educating yourself on other aspects of your industry or profession. Use that energy that makes you shake with frustration to put your fingers to work on the keyboard, flipping pages, or dialing phone numbers. If you still have energy left over after you have worked every possibility, then go for a walk and release that energy with some positive exercise.

Depression

The hunt for your next career position may take some time. Economic challenges may restrict the job market and create seemingly overwhelming competition for a limited number of positions. Constant concerns, coupled with a sense of responsibility, can create fertile grounds for depression. If you feel this happening to you, remember that it is a choice and you have control over it. Depression occurs when you allow yourself to feel remorse because events and timelines are not occurring according to your plans. This does not mean that the forces of the universe are working against you, but it could be a strong indication that it is time to change your plans. Sometimes it is necessary to abandon your plans completely and pause to properly evaluate the options available to you. This may mean changing your lifestyle, changing your career, or allowing yourself to take an intermediate transition in another direction. Allow yourself the flexibility to adapt to the situations and opportunities that are available to you. This does not mean that you are settling for less than your full potential, but it does mean that you have the self-confidence to allow yourself to expand your talents and experience in previously unexpected areas. Allow yourself the flexibility to abandon or temporarily shelf those expectations that are causing your depression and give yourself the freedom to adjust your career or lifestyle to take advantage of what is available to you at the moment. When it seems that you cannot make any progress in the direction that you are going then allow yourself to move in the direction that gives your life momentum.

Bargaining

Once you have overcome denial and accepted the sometimes life-altering changes to control your expenses, and after you have overcome or bypassed the feelings of anger or depression, it is natural to begin a process of personal bargaining. This phase is the internal conflict of balances wants and needs with reality and resources. It is a process of justifying small concessions for the greater good. It means offsetting minor sacrifices by placating yourself with some rational of purpose or personal reward.

The process of internal bargaining can be a positive process if it means an awakening realization of the positive outcome of your decisions and actions in contrast to the investment of selective sacrifice. However, it is very important to consider the long term commitment associated with such bargaining. If the sacrifices are worth the return of a lasting career or long term relationship, then it is merely an acknowledgement of personal investment. If the sacrifice results in ethical conflicts or may otherwise require sustained commitment that you are not willing or able to make, then the bargain lacks substance and is doomed to failure. Do not negotiate commitments that you are unwilling or unable to sustain, not even to yourself.

Acceptance

Welcome to the club! There are millions of individuals experiencing various stages of career transitions. You are not alone and you are not really competitors. Each person is looking for the next opportunity to match personal talents and capability with the appropriate corresponding position. Likewise, organizations are searching for the most appropriate candidate in accordance with the job requirements. It is not a competition or a popularity contest. It is a giant puzzle in which all of the pieces are trying to find the perfect fit. As you look for your next opportunity, help those in your network to do the same. If you find a position that is suitable for someone else who is in career transition, take the time to make a recommendation and help good people discover good organizations. Helping others in your fellow career transitioning tribe may encourage them to help one another, and inspire them to help you too. Even if the favors are not returned, you will have the personal satisfaction of helping others.

Once you have accepted that your life has changed, there are countless new opportunities that are open to you. Be ready for new experiences and be prepared for more unexpected challenges. The experiences are all part of the learning process. You could have spent countless months or years in the rut of your routine, but you have been given an unexpected opportunity to apply your talents and experience in new ways. You have been given a personal invitation to expand your capabilities and to meet new friends. It can be unsettling when it is unexpected, but you can use this is an opportunity to invest in yourself and in your future.

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Words of Wisdom

"'There's new energy to harness, new jobs to be created, new schools to build, and threats to meet, alliances to repair. The road ahead will be long. Our climb will be steep. We may not get there in one year or even in one term. But, America, I have never been more hopeful than I am tonight that we will get there. I promise you, we as a people will get there. There will be setbacks and false starts. There are many who won't agree with every decision or policy I make as president. And we know the government can't solve every problem. But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it's been done in America for 221 years — block by block, brick by brick, calloused hand by calloused hand."- Barack Obama, Election Night Speech

"If government could create jobs and raise children, socialism would have worked."- George Gilder

"Emergencies have always been necessary to progress. It was darkness which produced the lamp. It was fog that produced the compass. It was hunger that drove us to exploration. And it took a depression to teach us the real value of a job.”- Victor Hugo

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T-Ball Lessons

2009-03-08T15:49:00.000-07:00

Watching children at play offers valuable lessons for adults.

Many years ago I had the privilege of being a coach for my son's t-ball team. For those who may be unfamiliar with the term t-ball, it refers to a form of baseball for beginners. The main principles of baseball apply. There is a first base, second base, third base, and home plate. There is an infield and an outfield with all of the same positions. There is a pitcher’s mound that is occupied by a player, but the pitcher does not pitch. The baseball is placed on a short pole that is referred to as a "tee". The tee is very similar to an enlarged golf tee, with the notable exception that it rests on a rubber mat as opposed to being pushed into the ground. The baseball is placed on the tee and the young batter gets three swings to hit the ball and, if successful, attempts to run to first base before being tagged out.

The game of t-ball provides an excellent opportunity to teach children the fundamentals of baseball and to participate in a team environment. Watching a successful baseball team is like watching the harmony emerging from a well rehearsed symphony orchestra. The players are aware of respective roles, placement, responsibilities, and the importance of well choreographed coordination with other players. Individual players may be exceptionally talented, but success can only be achieved if that talent is properly integrated with the abilities of the other players. A perfect throw can only be achieved if there is someone to catch. It is as simple as that. For youthful beginners, achieving such harmonious rhapsody of coordination requires a little patience.

An early challenge for first year t-ball players is to learn the rules of the game and position on the field. There is very little or no scientific method to assigning positions in the first year. There are no scouting reports. There are no tryouts. There are no t-baseball cards with statistics and profiles.

Watching the children take their positions on the field, I could not help but imagine how personalities and character are well defined at such an early age. The actions, decisions, and responses of the youth on the baseball field could easily be compared with characteristics displayed by adults. I wondered how much of the personalities of my colleagues had been displayed at such an early age, and how similar mannerisms in the office would be similarly evident if those individuals donned baseball caps and took their corresponding places on the field.

The pitcher stared intently at the batter. Leaning forward at the waist, one hand tucked firmly behind his back as if hiding a knuckleball, the boy clenched his teeth and glowered at the batter. Evidently the pitcher had watched some baseball games and accurately mimicked the facial expressions of a professional. Lacking chewing tobacco or a large wad of gum, the pitcher pushed his bottom lip forward with his tongue. His protruding left cheek and lower added to the intensity of his concentration. He had come prepared to play ball.

The boy on first base stood upright. His arms dangled loosely at his sides. His gloved hand bounced up and down alternately in front and behind him. His other hand adjusted his cap, scratched a runaway itch, and adjusted his cap once more. Each time that the batter prepared a swing, the boy on first base would immediately jump into action. As the bat swung forward, the boy at first base squatted at the knees as if to prepare for something. He was prepared for anything, even though he had no idea what to expect. Ready to protect his base, or chase the ball, or chase the batter. You could tell from the look in his eyes that he was ready to respond, even if he did not yet know what to expect or what was expected of him.

Two young girls had gladly accepted the responsibilities for second base and shortstop. The proximity of the positions on the field made it convenient for them to socialize. As the batter approached the tee with grim determination, the girls giggled and whispered to each other about the latest fashion accessories and the silliness of the boys on the team. Little faces, slightly shielded by the big baseball gloves, could not disguise the chorus of laughter and the tiny fingers that pointed at the boys who took the game so seriously. The girls stood shoulder to shoulder. Their legs crossed below the knees, slightly turning side to side, and occasionally extending their arms above their heads to complete tiny pirouettes. They were completely content to be at the center of the field and the center of attention, both fully aware and completely impervious to the stares of the other players.

The young lad on third base stared at the stands and waved to his parents. His glove tucked neatly under his arm, it was rarely on his hand. Being on third base, the lad did not expect to see any action, at least not until after a runner had passed first and second bases. The time for a runner to make it halfway around the diamond was more than enough time for him to put on his glove, or at least so he thought. Having a position so close to the bleachers made it easy for him to entertain the crowd. One moment standing still and searching the faces of the attendees for an attentive audience, and the next moment dancing a small jig around third base. He was the star of his own show, infrequently looking over his shoulder to make sure that his own team was still on the field with him.

Then there was the outfield. The outfield is a very special place in baseball. Despite the fact that in t-ball the ball is placed on an immobile stick, a pedestal at the throne of the batter, the players in the outfield did not expect to get very much challenge. As they each walked away into the calm seclusion of the open field, they quietly enjoyed a lack of expectation. Center field laid down on the ground, arms and legs crossed comfortably. Center field's glove was propped under his head like a pillow. Meanwhile, right field and left field were sitting cross-legged and gingerly plucking blades of grass from beside their respective knees. Right field would throw a blade of grass in the air and try to catch it, or watch which way it would blow in the gentle breeze. Left field cupped a blade of grass in his hands and examined it in thorough detail. Left field picked up another blade of grass, compared them, tied them together, and then tried to fold them in half. As center field searched for animal shapes in the clouds, right field and left field were busy carrying out scientific experiments with grass.

As I reflected on how I could equate each of these wonderful antics with characteristics that I had witnessed in a business environment, my revelry was interrupted by the sound of bat meeting ball. The determined young batter had successfully connected with a swing that would make Babe Ruth proud. The ball sailed in a straight line past the pitcher's mound, skipped up some dust near second base, and bounced merrily into the outfield. By way of response, the pitcher jumped out of the way and then turned to chase the ball after it was safely beyond him. The girls at second base and shortstop clung to each other and squealed with a mixture of fright and delight. The actor at third base spun around like a top to see what the commotion was all about and tripped over third base in the process. The intense young boy at first base squatted nervously, stepping away from his post and back again, unsure of what to do in such an emergency. The entire baseball field seemed to buzz with excitement.

Just then, someone yelled "RUN!" I could see that the coach of the other team was running up to the batter and pointing excitedly in the direction of first base. He shouted, "What are you waiting for? RUN!"

Apparently the shouting of the other coach was exactly what the team needed. All at once they started to run. All of the players dashed madly in the direction of the baseball. The boy from first base was racing the boy from the pitcher's mound. The boy from third base jumped up from the ground and starting in such a hurry that he left his glove next to third base. The girls from second base and shortstop waved their hands in the air wildly as they trotted in the direction of the entire team that chased the ball. Right field and left field scrambled on hands and knees in the direction of the ball as it came to rest. Just as center field discovered the shape of a goldfish in the clouds, he was distracted by the sounds of thundering feet coming in his direction. Center field rolled to get out of the way of the oncoming crowd, the ball coming to rest near his glove pillow.

As I watched the entire team rush from the infield and into the outfield to chase the ball, I was reminded of countless conference calls and meetings that had resulted in exactly the same situation. How often have a multitude of colleagues gathered for meetings and conference calls, consuming the attention and enthusiasm of the masses, but leaving nobody behind to cover the bases? With everyone chasing the ball, who would be left behind to receive it? Certainly there were opportunities to get engaged at the pitcher's mound, or thwart the extent of the offensive rally with shortstop or a play from the preoccupied colleague at second base. With everyone consumed by chasing the ball, nobody was left to cover their own responsibilities and get their own jobs done. Having back-up and helping hands on the play would have been a good idea, but covering the bases and the areas of responsibility were equally important. This was an important lesson for the young players that day, and hopefully one that would be remembered in their adult years.

I smiled to myself and walked in the direction of the other coach, prepared to compliment him on the score of his young player. With no member of my team remaining to cover the bases, it was inevitable that the batter would be free to casually walk the bases and earn the first home run of his career. Yet, the other coach stood sternly with his hands on his hips, and his baseball cap pushed backwards on his head. I followed his unyielding gaze to the crowd of young players that jumped up and down with enthusiasm in the outfield. The children cheered wildly, as if they had all just won first prize. The group ran together from the outfield to home plate. In the middle of the herd of jubilant youngsters, a hand held aloft the baseball that had been retrieved from its place of rest in center field. There, in the middle of the cheering and celebration, was the batter. Upon hearing the command to 'RUN", he had joined the chase and in the subsequent celebration. As far as the players were concerned, there were no teams or rivalry, only the shared excitement.

There were many lessons that season. I only hope that the young players learned as much about teamwork and sportsmanship from their coaches and parents as we learned from them.

Play ball!

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Words of Wisdom

"Baseball is 90% mental, the other half is physical."- Yogi Berra

"One man alone can be pretty dumb sometimes, but for real bona fide stupidity, there ain't nothin' can beat teamwork."- Edward Abbey

"Baseball is like church. Many attend, few understand.”- Lou Durocher

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About the Author:John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

In Memory of Circuit City Stores

2009-03-01T22:22:00.000-08:00

In Good to Great by Jim Collins, Circuit City was acknowledged as one of the companies that rose from good to great status by virtue of the appropriate culture and exceptional business strategy. The recognition bestowed on Circuit City was considerable and well deserved. The growth and success of Circuit City was contrasted sharply by the collapse of Silo Stores during the same period of two decades. What happened to a good to great company that it is now gone, and what can we learn from this closing chapter of the second largest electronics retail chain that is painfully relevant during the current economic challenges?

There are many factors that contribute to the success or failure of any organization. Intense pressures from external market conditions can impede profitability. The rise and fall of consumer confidence, investments, and economic turmoil can create overwhelming obstacles. Competition and the evolution of technology can wreak havoc in the best laid plans. Nonetheless, these are factors that are faced by all companies to virtually the same degree. It is not the challenge that distinguishes the success of an organization, but rather the response to the challenge. Companies that slay the economic and competitive dragons survive and eventually thrive. Occasionally the internal response to external challenges can weaken and organization infrastructure to the point of collapse. Let us reflect on this with the example of Circuit City.

Through the 1980's and 1990's Circuit City succeeded in expanding a network of stores from coast to coast. This network of stores was supported by a framework of logistics centers to minimize freight and inventory. This gave Circuit City an advantage for securing and protecting margins on products by reducing overhead and freight. The stores were connected by a carefully constructed nerve center of technology that enabled the consumer electronics retail giant to track loyal customers, identify purchasing trends, and provide world class customer service. As market conditions changed, Circuit City management carefully adapted strategies to accommodate service needs, relying on a network of best-in-class service provider partners to provide professional and courteous customer support. The collaboration and carefully connected network was consistent with a culture that allowed the retail kingdom to remain flexible, profitable, and prosperous for two decades.

As with any great tragedy, there is typically one pivotal decision that defines the collapse of an empire. In the case of Circuit City, this is most often attributed to the decision to release the highest paid sales personnel from the local stores. One might surmise that this decision was based on a desire to effectively reduce the cost of manpower while maintaining the highest number of bodies at the lowest possible price. It would be unjust to speculate a hypothesis on exactly what was in the mind of the executives that crafted this plan, but it is not difficult to guess about what was in the minds of the employees at the local stores when the announcement became public. The highest paid employees were the more tenured and experienced. Some may even say that the most tenured employees are the most loyal, having elected to stay with the retail company through thick and thin. These experienced, successful, well paid, and loyal employees were trimmed from Circuit City and quickly became a wealth of talent available for their competitors.

That seemingly insignificant decision to relieve the Circuit City bottom line by alleviating the company of top shelf employees had a significant impact on employee morale, public perception, and customer interaction. This single act by Circuit City remains decisively contrary to the very core of the culture that was so highly praised in Good to Great. Alan Wurtzel, former CEO of Circuit City, wrote of his experience in the early success of the company, "Instead of firing honest and able people who are not performing well, it is important to try to move them once or even two or three times to other positions where they might blossom." Alan Wurtzel recognized the importance of maintaining the truest competitive edge, the one asset that can truly transform business, and that is quality human capital. By removing the most experienced personnel at local stores without properly evaluating the financial impact of individual performance and contributions, Circuit City removed many top performers without a proper impact analysis of how this would impact revenue. The sudden sucking sound was not the impromptu jettison of employees, but rather the evacuation of revenue associated with them. It was a bleeding of talented resources from which the much lauded retail giant would never recover.

In the final months of the slow decline, the retail giant considered mistakes that had already sealed the fate of other former store chains. Following in the footsteps of Montgomery Wards, plans were proposed to reinvent the stores, copy the competition, or expand into other unfamiliar retail space. A prominent proposal was fueled by discussions of merger or acquisition by Blockbuster. At the time, Blockbuster was also experiencing threats from rising competition of downloadable movies on demand and video by mail. Unlike Circuit City, Blockbuster elected to make strategic changes to leverage the core strengths of their own organization with focus on the brand and organization. Blockbuster decided not to pursue the acquisition of Circuit City, but rather updated a business plan that built upon an already established brand, company culture, core competency, and loyal consumers. This decision for Blockbuster placed the fate of the organization in the hands of the loyal employees to successfully implement a gradual evolution of the business model, rather then a wholesale change in direction. Without a Blockbuster partner on the dance card, Circuit City tumbled into a maelstrom search for new direction from which it never emerged.

Just a few years prior to the catastrophe, Circuit City reported several hundred million dollars in retained earnings. With appropriate and flexible organizational adjustments, Circuit City might have responded to external economic pressures with greater dexterity and still retained the competitive advantage of experienced sales personnel. By fiercely protecting the core competencies and culture on which the organization had built success for two decades, Circuit City could have reinvigorated a unique value proposition and continued to differentiate the brand with loyal customers and a competitive edge. Perhaps the revenue would have been different if Circuit City had maintained the experienced and top performing sales professionals. Perhaps the goals of the company could have been achieved if clearly defined, and if the widespread personnel were actively engaged in pursuing those goals.

With mounting pressures from external conditions and competition, many companies are similarly forced to reconcile internal costs. The need to reduce expense may require organizational adjustments and redistribution of manpower. Of course, these are polite business terms for layoffs, cut backs, and elimination of personnel. Even if this is inevitable, before it occurs, think above the bottom line. Carefully consider how the performance and value to the organization can be measured by the individual contributors. Do not merely measure manpower by the cost of payroll, but also consider the financial repercussions to revenue. How much has been invested in the development and experience of the personnel in question, and how much would it cost to replace them? How much does an individual contribute to the brand image, recognition, and marketability of your organization? How does the individual contribute to revenue? How does the individual contribute to the performance of the organization with leadership, motivation, discipline, direction, or unique skills? How much would your competition be willing to pay for the personnel that you let go, and what would that cost you?

In recognition of a theme identified by Jim Collins in Good to Great, it is important to have the right people on the bus and then to decide where to drive it. During periods of sustained growth, this means carefully selecting and grooming the right people to drive your business. During harshly challenging times, this means making sure that you keep the right people at the helm of your business, even as you are forced to let some people go. Layoffs and restructuring can be damaging enough to motivation, adding shared pressures and responsibilities to the personnel that remain to bereave the loss of former colleagues. Make sure to consider all of the financial implications of such decisions, not just the payroll. Be aware of impact to customers, revenue, and company performance as alternative financial measurements. The fate of your company may depend upon it.

______________________________________________________

Words of Wisdom

"The biggest mistake Phil Schoonover [former Circuit City chairman, CEO and president] made was deciding to fire all of their best salespeople and keep only the marginal sales people. If Circuit City really had to cut back, I would have recommended that he do exactly the opposite."- Jeannette Howe, Executive Director of SEN

"The old adage that people are your most important asset is wrong. People are not your most important asset. The right people are."- Jim Collins, Good to Great

"In the absence of purpose we are enslaved by the mundane. It is only in defining the pinnacle of the mountain that we can find the path.”- John Mehrmann, The Trusted Advocate: Accelerate Success with Authenticity and Integrity

______________________________________________________

John Mehrmann Addresses Economic Challenges at the Reverse Logistics Conference in Las Vegas

2009-02-19T00:46:00.000-08:00

John Mehrmann to speak on catalysts for catastrophic economic conditions and future market trends. In a special session at RLTS, he reveals secrets for short term quick results and long term strategies to preserve profitability.

Las Vegas, NV (PRWEB) January 31, 2009 -- John Mehrmann presents practical solutions for coping with economic challenges at the Reverse Logistics Trade Show and Conference in Las Vegas, Nevada.

Third Party Service Providers will be exhibiting Reverse Logistics services and solutions at the Reverse Logistics Conference & Expo in Las Vegas, Nevada on February 3-5, 2009 (Tuesday - Thursday). The Reverse Logistics Conference & Expo in Las Vegas offers a unique educational environment with concurrent seminars, workshops, and panel discussions to benchmark best practices on a global basis. This is a rich opportunity for key decision makers from OEMs, Branded companies, and Third Party Service Providers to meet face-to-face and identify the opportunities to respond to pressures from the current economic challenges.

John Mehrmann is well known for articles that have been featured in Reverse Logistics Magazine, including 'A Pragmatic Approach to Partners', 'Seeing Green at the End of the Line', 'Reverse Logistics Financial Model', and 'Cost Avoidance'. John has been a featured speaker at several Reverse Logistics Conferences, addressing such impactful topics as Recycling and Sustainability, Comparative Cost Analysis, and Best Practices in Reverse Logistics. John Mehrmann is also co-author of the award winning book, 'The Trusted Advocate: Accelerate Success with Authenticity and Integrity', with Mitchell Simon. John lends more than 23 years of industry knowledge to the advancement of logistics and supply chain services. As a featured speaker at RLTS, John will address 'Navigating Economic Challenges'.

"We are not merely in the bathtub curve of a short recession," said John Mehrmann. "We are experiencing the sudden whiplash of catching up to a transition that has been occurring virtually unnoticed for several years. Businesses cannot afford to maintain status quo and weather the economic storm, as we see with significant restructuring and closures. OEMs, Retailers, Branded Companies, and Service Providers need quick results and long term solutions that will put them in a position to keep pace with the overwhelming transition. The Reverse Logistics Conference offers a timely opportunity for companies to learn how to survive and thrive with emerging technology."

John Mehrmann is Vice President of Business Development for ZSL Inc. ZSL Inc is an ISO 9001 certified provider of Onshore, Offshore, and Near shore technology solutions and services to enterprise and technology companies around the globe. In today's dynamic business environment, Information Technology is an essential tool for business transformation.

Collaborating with the right partner can ensure return on technology investments and strengthen market presence. The ZSL Inc holistic approach and diversity of experienced talent addresses every aspect of technology needs around the globe and around the clock.

ZSL Inc leverages specialized knowledge in Custom Enterprise Application Development, Enterprise 2.0 Computing Services, Enterprise Reporting, Enterprise Data Management & Administration, Enterprise Application Integration, Mobile and Wireless Web Application Development, Research and Development, IT Infrastructure Management, and Replacement Technology Services. ZSL Inc has received numerous awards and accolades for innovation and client satisfaction, including ranking in the CRN Fast Growth, Top Technology Practices from VARBusiness, DQ Top 20, and Best of Show at TechXNY.

Reverse Logistics Conference Highlights include:

Industry Overview Size and Forecast, by Gailen Vick, President & CEO of Reverse Logistics Trends, Inc
Reverse Logistics as an Opportunity, Keynote Address by Kevin Winneroski, Vice President of Secondary Markets at Best Buy
Going Green in Retail Returns by Jack Debutts, Production Control and Strategic Planning Manager at DELL
Reverse Logistics Next Generation Support and Value Added Services by Tony Sciarotta, Director of Returns Management at Philips
Raising the Visibility of Returns within the Organization by Eric Aparicio, Director at Yamaha
Environmental Supply Chain by Mark Servidio, VP of Logistics at SHARP
Navigating Economic Challenges by John Mehrmann, Vice President of Business Development at ZSL Inc
Case Study Utilizing Third Party Service Providers to Mitigate Cost Exposure by Steve Brown, Global Product Life-Cycle Manager at HP
Universal Model for Reverse Logistics IT, a panel moderated by Leonard Schneeman, CTO at Data Exchange Corporation
Sustainability and Corporate Social Responsibility in Environmental Management, a panel hosted by Emily Rodriquez, Senior Consultant at The Results Group
Inventory Asset Recovery and Liquidation by Richard Starr, Manager of Liquidation at Circuit City Stores
Opportunities and Challenges of Reverse Logistics in India by Sanjeev Kakar, Director at RT Outsourcing India
An Overview of Reverse Logistics in China by Haozhe Chen, Ph.D., Assistant Professor at East Carolina University

Among those scheduled to attend the Reverse Logistics Trade Show Conference & Expo in Las Vegas are representatives from Accent Marketing Services, ACS, AER Worldwide, Akibia, Alcatel-Lucent, Allied Reclamation Services, Alltel Communications, Amazon.com, AMCOR, Apple Computer, ARC International, Asset Genie, ASL Recycling, AT&T, Atomic Enterprises, Avaya, Avnet Enterprises, Avon, BCBG, Bell Industries, Black & Decker, Blue Raven, Blumberg Advisory Group, Best Buy, BMI, Brightpoint, Canadian Tire Co, Cable One, Canon, Circuit City, CDW, Celestica, Chicago Tag & Label, Co, Channel Velocity, CH Robinson Worldwide, Choice Logistics, CIWB World Markets, Click Commerce, Clear Orbit, Comtek Computer Systems, Craters & Freighters, Cycleon, Converge, Dakota International Trading, Decision One, DELL, DEX, Defense Distribution Center, DHL Solutions, DirecTV, EBay, Eastman Kodak, Echostar, EDS, eeParts, Encore Repair Services, Epson America, Ericsson, Expresspoint, FRS Europe BV, FedEx, Foxconn, GENCO, Gifts in Kind, Goodwill Industries, Harbor Freight Tools, Harris Broadcasting, Harte Hanks, Home Depot, Hewlett Packard, IBM, Ingram Micro Logistics, Intel Corporation, Jabil Global Services, Juniper Networks, Kyocera Wireless, Lenovo, Mercorp Inc, Metech International, Microsoft, Motorola, NCR, Netgear, New Age Electronics, Nokia, NYK Logistics, ONEPAK Inc, Oracle Corp, Ozark Electronics Repair, P&G, Palm, Pelican Products Inc, Philips, Pitney Bowes, Proctor & Gamble, PTS Electronics, RecycleTech Corp, Renova technology, Research in Motion, RMS Logistics, Round2 Technologies, Ryder, Seagate, Sanyo, Sharp, SEKO, SIRAS, Sprint, Sprint Nextel, Sony, Sun Microsystems, System Design Advantage, T-Mobile, Target, The Home Depot, Technology Conservation Group, TechTurn, TelePlan, TiVo, Touchstone Wireless, Trans-America, Toshiba, US Postal Service, UPS Supply Chain Solutions, University or Nevada, Verizon, Western Digital Corp. Yamaha, ZSL Inc, and Wal-Mart Stores. Supplier company executives and members of the press will also be attending.
Registration for the forthcoming Reverse Logistics Trade Show (RLTS) Conference is available at https://rltshows.com/vip_register.php?voucher=VX97540901.

For a list of the latest articles and books by John Mehrmann, please visit JohnMehrmann.com.

Navigating Economic Challenges

2009-02-19T00:45:00.001-08:00

Uploaded on authorSTREAM by Mehrmann

NY Times Business Best Sellers and Recommended Reading

2008-12-08T08:45:00.000-08:00

NY Times Business Best Sellers & Recommended Reading

The Total Money Makeover: A Proven Plan for Financial Fitness by Dave Ramsey

The Trusted Advocate: Accelerate Success with Authenticity and Integrity by John Mehrmann

Hot, Flat, and Crowded: Why We Need a Green Revolution--and How It Can Renew America by Thomas L. Friedman

Now, Discover Your Strengths by Marcus Buckingham

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen R. Covey

Money, and the Law of Attraction: Learning to Attract Wealth, Health, and Happiness by Esther Hicks

A Whole New Mind: Why Right-Brainers Will Rule the Future by Pink Daniel H.

The Speed of Trust by Rebecca R./ Merrill, Rebecca R. (CON) Merrill

Who: The A Method for Hiring by Geoff Smart

The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich by Timothy Ferriss

A Sense of Urgency by John P. Kotter

The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb

The World Is Curved: Hidden Dangers to the Global Economy by David M. Smick

Tribes: We Need You to Lead Us by Seth Godin

The First Billion Is the Hardest: Reflections on a Life of Comebacks and America's Energy Future by T. Boone Pickens

The Shock Doctrine: The Rise of Disaster Capitalism by Naomi Klein

http://www.amazon.com/NY-Times-Business-Best-Sellers/lm/R3DU9GN0H2SJ7V/ref=cm_lm_byauthor_title_full

The Trusted Advocate is the Most Recent Award Winning Book for the Amazon Kindle Reader

2008-12-03T16:05:00.000-08:00

The Trusted Advocate: Accelerate Success with Authenticity and Integrity, by John Mehrmann and Mitchell Simon, is now available for the Amazon Kindle Reader at a discounted price.

PRLog (Press Release) – Nov 24, 2008 – The award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available as an electronic book for the Amazon Wireless Reading Device.

Released just in time for holiday shopping, the paperless electronic copy of The ‘Trusted Advocate: Accelerate Success with Authenticity and Integrity’ is the perfect gift for colleagues, peers, employees, managers, and family members. Available from the Amazon Kindle Store for less than US Ten Dollars, this small investment can alter the course of a career, guiding the reader and the organization to new levels of success in the coming year. It is a gift that continues giving with a new discovery in every chapter of the book.

Popular talk show host Oprah Winfrey announced her endorsement for the Amazon Kindle e-book reader. On her talk show, joined by Amazon founder Jeff Bezos, Oprah proclaimed the Kindle as her favorite new gadget. Books on Oprah’s Kindle include ‘The Alchemist’ by Paulo Coelho, ‘The Forever War’ by Dexter Filkins, and Ageless: The Naked Truth About Bioidentical Hormones’ by Suzanne Somers.

“I recommend that once you read ‘The Trusted Advocate’, you will not want to put it down. You will find extraordinary ideas in this book which will transform your way of thinking, create a positive customer experience and create a happier you,’ said Rick Driscoll, President and CEO

The electronic version of ‘The Trusted Advocate’ is available at a mere fraction of the price of the Hard Cover version, but contains all of the same inspirational, motivational, and educational material.

“There are a few books in my collection that I keep close at hand to refer to again and again. ‘The Trusted Advocate’ is one of those books. John Mehrmann shows you how to build a business with integrity that keeps customers coming back because you are considered a valued resource and advocate for their business. You will learn how to engage customers and build relationships,” said Mike Coleman, speaker, author, and marketing consultant with Charting My Course. www.ChartingMyCourse.com

“John’s extensive experience in the arena of sales and his system of selling are right for the times we live in. John Mehrmann’s books and articles should certainly be at the top of your reading list,” said Will Fultz, author of www.TopSalesBlog.com

‘The Trusted Advocate’ has received both the Editor’s Choice Award and the coveted Publisher’s Choice Award in 2008. Hard Cover copies and Paperback versions of the book are available for purchase online from Amazon, Barnes & Noble Bookstores, and Borders. In addition, international recognition for ‘The Trusted Advocate’ have fueled international sales of the book.

For more information on ‘The Trusted Advocate: Accelerate Success with Authenticity and Integrity’, and a list of suggested international online sales outlets, please visit www.Trusted101.com

To purchase the Amazon Kindle version of ‘The Trusted Advocate’, simply visit the Kindle Store at Amazon and follow the instructions to download an e-book version. For more reader reviews, chapter summaries, excerpts from the book, and a list of online booksellers, please visit http://www.Trusted101.com

# # #

John Mehrmann, author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity. Visit http://www.ExecutiveBlueprints.com for free articles, free download presentations and training materials, case studies, and incredible information

http://www.prlog.org/10145391-the-trusted-advocate-is-the-most-recent-award-winning-book-for-the-amazon-kindle-reader.html

Performance Management

2008-12-03T09:52:00.000-08:00

Data is worthless, but knowledge is priceless. Perhaps no single event in history underscored this more dramatically than the rise and fall of the Dot Com Era. Accumulating massive data warehouses of information and customer records proved to be worthless when data could not be converted into real world revenue.

During the Dot Com Era, some organizations recognized the benefits of using data as a means to provide meaningful and informative results. These organizations enjoyed exponential growth with intelligent decisions, both for themselves and as a service for their customers. The organizations that collected massive amounts of data and failed to transform the data into business intelligence and performance management became colorful examples of failed business plans. The failed organizations became vacant high rise versions of ghost towns, lined with ping pong tables and beanbag chairs. Meanwhile, the organizations that turned data into knowledge, metrics into performance management, and fed intelligent responses to customers, became dominant forces in a new economy. One need not look any further than Google to see a brilliant example of turning access to data into a responsive, informative, and intelligent tool for client convenience and generating internal revenue. The Internet is an ocean of publicly accessible data, most of which may be considered worthless when taken out of context. However, when this enormous vault of human knowledge and creativity is harnessed and focused through the single microscopic lens of a search engine to sort, filter, and present the relevant data, then the data becomes knowledge on a silver platter.

Does your organization harness the power of data or the power of knowledge?

Does your organization collect information for reporting or for informed real time business decisions?

Does your organization use data to measure the performance of the past or to apply measurements to predict and alter the course of the future?

You really do have a crystal ball, because history really does repeat itself. If you have collected historical data and measurements, then you have the framework to begin building your the future according to your own plans and blueprints. If you understand the cause and the effect of your actions and your decisions in market conditions and environments, then you can make knowledgeable decisions to chart the course of your destiny. You can respond to external conditions, you can react to internal changes, and you can change the course of your own destiny.

You can choose to use information to deliver focused and informed results for better understanding and decisions, using your data like Google. Alternately, you can collect data to make colorful roadmap reports of where you have been, and select the graphs that portray only the desired perspectives. Reports tell the truth, and nothing but the truth, but often do not portray the whole truth. You will know when you are on the right track when your metrics, dashboards, and performance management look forward at least as much as they report backward on historical trends.

Cashing in data and history for performance management, knowledge, and revenue is not just for big organizations. The same principles apply for individual planning and performance as well.

Advance Alerts and Exception Based Reports

Gather your most relevant data and reports that demonstrate the key metrics for measuring success. The key metrics for measuring success quite often include the following topics
Finance, revenue or costs
Customer satisfaction
Quality
Productivity
Speed
Performance

Refer to the data that you have been using to measure your performance in the past. Identify the critical components that have influenced finance, customer satisfaction, quality, productivity, speed, or performance. Make a list of events, internal, and external catalysts that have resulted in specific desired or undesired outcomes. Using your experience and historical data, make a note of the cause and effect illustrated in your trends. Study the causes to extract meaningful measurements that result in desired and undesired trends.

Once you have identified critical catalysts with associated metrics, then you can create new predictive reports to help guide your business with intelligent information.

Reports that contain all available data may be overwhelming and may actually hide important facts or trends. If you are measuring hundreds or thousands of transactions, the average performance might be acceptable enough to temporarily hide a few individual exceptions that could create a future catastrophe. Augment the reports of overall activity with specific, focused, exception based reports that isolate the data elements that you have determined to be catalysts for your business. The exception based reports are based on those exceptions from normal business that you have identified as the root cause for good or bad effects. These concentrated reports should be reviewed for immediate response, and the overall effects should create a consistent result in the reports for overall accumulated activity.

Short Term Goals and Long Term Goals

Be sure to compare short term and long term plans, goals, and trends. Monthly and quarterly activity may be the result of seasonal trends. Weekly trends may reflect consistent activities on certain days of the week. Marketing and sales activities are especially impacted by daily, weekly, monthly, quarterly, and yearly trends. These activities may also be greatly impacted by external events. When gathering data for historical analysis to create predictive trends, document footnotes as a reminder of external events and activities that may influence your results.

For personal planning and internal organizational planning, balance short term goals with long term goals. This is especially true when balancing personal and professional budgets. Short term investments should be balanced with long term rewards. Spending a budget when it is available, to avoid losing it, is sometimes in the best interest of both short term and long term goals. Putting off an activity, scheduling time and resources, is often highly influenced by immediate and urgent needs. Compare urgent needs to long term priorities and extended impact to determine the best balanced approach.

Balance Company and Personal Objectives

Are the management reports accurately reflected in the personnel performance metrics? When it comes time to provide yearly reviews, have the specific measurements for individual performance been accurately reflected to coincide with the performance reports administered by the organization?

Each individual should have a personal set of defined goals and objectives that can be measured for performance. The measurement for performance may be based on speed, accuracy, quality, or simply based on completion of certain tasks. Timeliness and customer satisfaction are also common measurements for performance. Individual indicators should be directly connected with the overall performance management reports. This enables each individual to recognize how much personal performance impacts the total team achievement. When this happens it is very easy to conduct performance appraisals in a fair and unbiased manner, with no surprises for anyone. More importantly, the recognition of personal contribution becomes a daily conversation of mutual commitment, rather than a yearly review.

Balance Internal and External Objectives

If you achieve your goals and objectives, is it at the expense of your vendors, suppliers, or clients? If meeting your objectives requires unbalanced sacrifice from business partners or customers, then you have only delayed inevitable decay and your own demise. If your success can only be achieved by sacrificing vendors or suppliers, then the best ones will eventually lose interest and find alternatives to protect their own organizations. Creating this culture with vendors causes conflict and a lack of mutual commitment. Treat vendors and suppliers as partners for mutual success, and expect the same in return.

If your success requires the unilateral sacrifice of clients, then you will likely find yourself without any customers. Clients can be as loyal as vendors and suppliers when treated with dignity, value, commitment, and respect. Clients will not be as patient as vendors if this relationship is lacking.

Use Technology to Empower Business Objectives

Use technology to collect, collate, and isolate the key catalysts for your business. Use historical trends to create exception based predictive reports. Monitor the trends of short term and long term activities and objectives. Use real data to demonstrate individual performance as it contributes to overall performance, and make this available to individual contributors on a daily basis. When you empower individuals to monitor performance on a daily basis, the individuals begin to manage success of the overall business. The individual contributors are most likely to recognize the cause and effect as illustrated in exception based reports, and have the ability to apply effective change when necessary. Individual contributors typically have the most significant personal relationships or interactions with vendors, suppliers, and customers. Technology can be used to enable visibility throughout the entire organization. Technology can facilitate empowered and informed communication, supplying not only the exceptional trends, but also the specific supporting data that is necessary to make real time educated decisions.

Now the decision is yours. Will you use technology to aggregate and communicate relevant data in focused response like Google, or will you be sitting back in your beanbag chair with your colorful graphs of a bygone era?

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Words of Wisdom

"The best way to predict the future is to invent it."- Alan Kay

"All human situations have their inconveniences. We feel those of the present but neither see nor feel those of the future; and hence we often make troublesome changes without amendment, and frequently for the worse."- Benjamin Franklin

"Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present.”- Marcus Aurelius Antoninus

"Data is worthless, but knowledge is priceless."- John Mehrmann

______________________________________________________

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is now available for the Amazon Kindle e-book Reader

The Trusted Advocate is also available online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, and www.Target.com.

"There are a few books in my collection that I keep close at hand to refer to again and again. The Trusted Advocate is one of those books. John shows you how to build a business with integrity that keeps customers coming back because you are considered a valued resource and advocate for their business. You will learn how to engage customers and build relationships rather than 'selling'.

Real world examples of the principles taught in the book are scattered throughout along with activities that will help you apply the principles John teaches. Check out the advocate cycle on page 125. If you do nothing but follow this practical example, you will have a better business, stronger relationships, and increased sales."

Mike Coleman
Speaker, Author, and Marketing Consultant
Charting My Course
www.ChartingMyCourse.com

Why IBM Profits Rose 20 Percent While World Markets Fell 20 Percent

2008-10-12T18:53:00.000-07:00

Amid the panic of investors, brokers, and analysts, world equity markets plunged 20 percent in one week. IBM presented signs of survival as the company prepares to release a full earning report on October 16 that will show a 20 percent jump in profit. The enormous impact of sickly stocks, broken banks, credit crunch, cascading consumer confidence, and the reeling real estate market will continue to affect the world economy for several more fiscal quarters. However, some companies will use this incredible period to rise to the top, gaining market share and profitability, despite adjustments in overall revenue. What can be learned from those that survive and thrive during a time of economic crises?

The Economic Crisis

Governments around the globe are investing in businesses and banks in an effort to avoid a complete collapse of affected institutions. However, the general public is not convinced that the government will be able to effectively run the businesses it has acquired with any better dexterity than existing mismanaged government budgets. Furthermore, although the infusion of funds may temporarily secure investments, it does not alter the effectively alter the transactions that instigated the decline.

Inflated values of derivatives, fueled by ambitious speculation and fortunes amassed by paper transactions rose to catastrophic levels. Derivatives are commitments to purchase commodities or financial instruments at a fixed price, with an agreement to take profits if the value of the asset rises. In recent years, mortgages sold at subprime rates were bundled into securities. Lehman Brothers and Merrill Lynch created offsetting credit derivatives to protect investors in the event that these securities defaulted. Credit derivatives benefitted from profits derived from the increased number of subprime loans and home sales during the real estate bubble. When housing prices dropped and interest rates rose, many adjustable-rate subprime mortgage owners were unable to keep up with the higher monthly payment. Mortgages defaulted, demand for houses cooled abruptly, and the suddenly above market rates of credit derivatives collapsed. AIG was the biggest investor with US $527 billion in these bonds.

World markets also fell prey to a pin-stripe financial pyramid schemes, suffering similar consequences on a global scale. In the first week of October, Tokyo fell 24.3 percent, Frankfurt fell 21.6 percent, London fell 21.1 percent, and Wall Street fell 19.8 percent. What was originally dismissed as merely a problem in the United States has shaken the foundations of financial institutions around the world.

Meanwhile, a little closer to home and possibly your own personal savings, you should be aware that mutual funds commonly contain derivatives in the portfolio. If you have investments in mutual funds, then you should consider investigating to determine if your holdings contain derivatives that regulators cannot control or even monitor. You can investigate your prospectus and the listing of holdings, or switch to a safe government bond fund. If this is the case for you, it may be time to replace your regular coffee with decaffeinated.

What this means to Manufacturing and Retail Sales

Mount Gibson Iron Limited of Perth, Australia acknowledged that it has received requests to delay iron-ore shipments from many manufacturing clients in China. The manufacturing facilities in China have already realized the decrease in demand and are making arrangements to adjust production schedules accordingly. Consumers are cautious about increasing personal debt, and carefully considering many more concerns before making purchasing decisions. The automobile industry was not only impacted by credit and loans, but sales are also influenced by alternative fuels, hybrid cars, and the rising cost of gasoline. Production and sales of luxury items, upgrade items, and new technology will start to slow down. Business budgets will be slashed to reduce costs, affecting commercial channels. Consumer commerce will not stop, but it will look both ways before crossing the street. Circuit City Stores reported a US $239 million loss and has already warned investors that holiday sales are expected to be disappointing. Acting CEO James Marcum, who replaced Philip Schoonover, promised a new marketing campaign to "bolster the company's holiday performance".

Fortunately, this slow down of luxury items and replacement products creates new opportunities for other markets and innovative suppliers. Many consumers will be more willing to make a small investment on a service plan or extended warranty to maintain the life of a product, as opposed to the alternative of investing in new product. Although luxury items will loose luster during this period of tight purse strings, discount goods will have greater appeal and renewed interest. Consumers will spend a little more time to look for a better deal, and those companies that offer the better deal will have a bigger piece of a smaller pie. When entire markets slow, it is time to replace revenue targets with goals for increasing profit or a bigger share of the remaining market.

Consumer cost cutting leads to higher demand for lower cost items. There is a sense of satisfaction and personal reward associated with the ability to conduct a purchase. While transactions for expensive garments may decrease, sales of lipstick and make-up may rise. Small price items provide an opportunity to experience the sensation of a rewarding purchase, without experiencing the regret or possible return of a more expensive item. This is particularly true when there is less disposable income in the pocketbook.

Production and sales of luxury products will slow down. The Santa Claus index indicates that there will be fewer and more economically priced presents under the Christmas tree this year. While that is bad news for some industries, it poses heightened opportunity for mobile phones, gaming devices, Wii TM, and Kindle TM.

When Sales are Down, Service goes Up

During tumultuous times for production and sales, demands for services increases. Organizations are already aggressively searching for partners to outsource services. In transferring the cost for service and support off the books, organizations are looking for partners that provide best practices. This allows the client to adjust organization size, manpower, warehousing, planning, and assets by transferring the burden to a trusted vendor. The vendor provides a service to the client and uses expertise, efficiencies, or the combined consolidation of multiple clients to provide lower cost service solutions. Furthermore,really creative vendors will help the client to identify ways for the client to resell the services, thereby generating new revenue streams and shared opportunity for profit. It is by looking at opportunities to lower the bottom line and simultaneously raise the top line that vendors advocate for their clients.

It is important for companies to differentiate the financial value of services. Service vendors that demonstrate an ability to help reduce client cost, preserve client profit, and address the many related needs of a client will have an opportunity to increase business and market-share. Third Party Service Providers, logistics providers, repair, and professional services that result in lowering client costs will be in high demand. Extended Service Plans and Maintenance Contracts create opportunity for shared profit, and enable the client's customers to extend the return on investment. Organizations that leverage this economy will not only gain new business, but also has the opportunity to develop a long lasting relationship with the client. Service vendors should seek long term commitments and corresponding long term contracts. The assumptions regarding profit and associated investments must be precisely documented, and flexible enough to adjust when the temporary economic crises turns into new growth markets.

Many types of services provide a fluid environment that can be rapidly adjusted to maximize profit. The term "services" typically implies utilization of manpower resources that can be rapidly adjusted to accommodate changes in market conditions. The same can be said of software as a service (SaaS). Have you ever thought of e-Bay as a service? The online auction company provides a service for consumers to connect with one another. Some consumers benefit by generating some revenue from otherwise unwanted items. Other consumers benefit from access to lower cost alternatives for purchasing items, thereby saving money. Some businesses use the online auction to augment liquidation. The ease of this service, the value associated with lower cost alternatives, and the desire to expedite cash flow will continue to grow this online service during an economic crises. The overhead cost and relative investment expense for e-Bay clients is negligible in comparison to the number of transactions and the cash flow. Are there services that you can provide that offer low overhead, low investment, and high yield?

What did IBM do?

International Business Machines third quarter income amounted to US $2.8 billion, or US $2.05 per share. That is 20 percent higher than the US $1.68 per share as compared to the same quarter last year, and it surpasses the US $ 2.02 per share predicted by Thomson Reuters. IBM is predicting that it will achieve 22 percent earnings growth for the year.

Many will remember IBM as the company that brought computers to a global stage. From punch cards and gas tubes, to PC's and mainframes, the roots of the computer family tree invariably include IBM. Since licensing the brand name to Lenovo, a business strategy that bolstered both organizations, IBM has relinquished production and sales of computer hardware devices in lieu of a diversified portfolio of software and services. IBM emphasis on long term service contracts now accounts for more than half of it's current revenue. As the economic conditions place strains on clients, the rate of growth is expected to slow, but is not expected to negatively impact the overall percent of profitability. By growing services as a percent of the company, and by offering highly profitable software solutions, IBM has increased profit margins from 41.3 percent to 43.3 percent gross margin as compared to the same quarter last year.

What can you do?

The news about economic crises can be unsettling. However, for the creative and the courageous, there are new business opportunities.

- Look for services that can augment your profitability with minimum overhead or investment costs.

- Develop business opportunities that have the most flexibility of resources.

- Focus on opportunities to use your business in a manner that augments the cost reduction or enhanced profit of your clients. By helping your clients to succeed, you enable them to invest in your relationship and success.

- Don't be distracted by the mantel of the crisis, but rather look below it at the opportunities that are being exposed. As a trusted advocate for your clients, they will help you uncover the opportunities so you can do more than survive. You will thrive.

- Consider options to use Software as a Service to reduce costs for your organization, to offer cost cutting options to your clients, or to create new revenue streams with flexible resources.

- Consider how your cost cutting measures and flexible resources can be outsourced to your clients. If you successfully implement innovative responses to economic changes, how can you share these benefits with your clients, or even use the creative ideas to create new market opportunities?

- You are not alone. The obstacles encountered as a result of economic turmoil present the same challenges to your competitors as they do to you. Your strategic response to protect profit, acquire market presence, and solidify brand awareness during the challenging period are the foundation for positive growth when the market returns. Rally around the core competencies and competitive values of your company. Be prepared to outsource or sell the portions of the business that do not contribute to profit, share of market, or the brand name.

- Create an internal think tank of individuals specifically organized to monitor the impact of the economy on the organization. The think tank should include individuals with experience from previous economic challenging periods, as well as individuals with bold new ideas. If possible, include representation from finance, sales, operations, marketing, service, and human resource departments as applicable to create a comprehensive report on potential company impact and several suggested plans of action. Response plans should include worse case scenario planning, as well as response to current conditions, and several alternative action plans. By considering the options for response to crisis, and preparing plans to take advantage of rapid growth when the crisis subsides, the organization will be poised to respond quickly, accurately, and aggressively to each positive or negative change on the roller coaster ride.

This article is not intended to render legal or financial advice. If you require legal advice, you should seek the services of an attorney. If you require financial advice, you should seek the services of an accountant or licensed financial advisor.

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Words of Wisdom

"The Chinese use two brush strokes to write the word 'crisis.' One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger - but recognize the opportunity."- John F. Kennedy

"Too many people are thinking of security instead of opportunity. They seem more afraid of life than death."- James F. Byrnes

"Trouble is only opportunity in work clothes.”- Henry J. Kaiser

"There is no security on this earth, there is only opportunity."- General Douglas MacArthur

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Recommended Site Seeing

Robert J. Reby & Co. Inc: "Conservative Wealth Preservation"http://www.robertreby.com/

Bui Financial Advisory: "Financial Planning, Retirement Planning, Investment Counseling, Tax Advice and Planning"http://www.buiadvisory.com/

The Executive Connection LLChttp://www.executiveconnectionllc.net/

The Trusted Advocate: Accelerate Success with Authenticity and Integrityhttp://www.Trusted101.com/

Retirement at Risk

2008-09-28T22:05:00.000-07:00

Every passing day brings us one step closer to retirement. When economic conditions or personal finances are unclear, the road to retirement seems much longer, and the road on retirement seems to be a rocky and perilous one. Don't panic, it's time to plan.

Begin with the Serenity Prayer

"God, grant me the serenity to accept the things that I cannot change, the courage to change the things that I can, and the wisdom to know the difference."

Regardless of personal faith or religious affiliation, nearly everyone can relate to that simple prayer. The wisdom is particularly relevant during challenging economic times. Headlines broadcast rising concerns regarding the price of gasoline, airlines eliminating routes and raising prices, and the HP lay-off 24,600 employees. The financial world is rocked by announcements regarding AIG, Merrill Lynch, and Lehman Brothers. Stocks, housing prices, and consumer confidence have tumbled faster than a Cirque du Soleil troupe on a double shot of espresso. With so many financial pillars falling, it is difficult, if not impossible, to avoid reeling from the pressures of the collateral damage. A person does not need to lose a job to feel the pinch when others do, and the number of people looking for new opportunities is steadily rising.

You may have some power over your travel arrangements, but limited personal power over the price of fuel. You may have power over the stock or retirement funds that you have selected, but limited personal power over Wall Street. You have some power over the decision to buy or sell your home, but limited personal power over the housing market values. You have some power over the money that you spend, but may have limited personal power to quickly impact the amount of money that you owe. Do you have the courage to change what you can, the serenity to accept what you cannot change, and the wisdom to remind yourself of the difference?
Don't waste your time to panic over the things that you cannot change. Rather, spend your time to evaluate and adjust your plans for those areas that you can impact.

Stocks

Did you invest in stocks when the market was rising? Did you enjoy watching your money grow while you casually read the morning paper and sipped on a cup of coffee? Did you pat yourself on the back for having the wisdom to select the right stocks, and to have the patience to watch them grow and increase in value? If so, what active role did you play in contributing to the continuous growth of those stocks? More than likely, you watched them grow, and you watched them decline. If you do not immediately need the liquid assets for some other emergency, then please return to your coffee and morning paper to await the passing of this season. As with nature, autumn and winter are a necessary preparation for spring and summer. If you missed cashing out your investments at the peak, then it may be in your best interest to wait for thaw of the financial market, and look forward to watching the renewed growth.

In the meantime, keep an eye on any stocks with high risk, just to make sure that you do not experience the frost bite and icy cold finger of fate that touched such giants as AIG and Merrill Lynch. It is unwise to move stocks to get away from an investment, but a very wise move to transfer in the direction of a good investment. In other words, do not run hastily from a dangerous position, but rather move intelligently to a good one.

Mutual Funds

Hold on for the recovery. If you move when things are down, then you experienced the decline without giving yourself the chance to experience the rebound. As always, if you are not a professional financial advisor, then find one that you can trust to give you the guidance that you need. You would not even think about doing brain surgery on yourself, so why would you perform surgery on your own financial future?

Bonds

Treasury Bonds and Government Bonds do not offer fast moving overnight success or excitement. Treasury Bonds, unlike James Bond, are not sexy, and do not provide the exhilarating adrenaline rush of extreme risk with potential for flashy rewards. What you do have is a little more safety, a little more security, and a little more confidence that your investment will not be traded, bought out, or suddenly bankrupt. There are times that the tortoise may not keep pace with the hare, but when it comes to your retirement, you really do have the option to place your bets on both the tortoise and the hare. Put some of your money on the tortoise to finish, and the hare to place, and you have more than doubled your odds of winning.

Real Estate

If you can pay your mortgage and are happy in your home, then why are you worried if the housing prices decline? If you lived in your abode and experienced the unruly and exorbitant increases of housing prices for the last decade, did it really change your standard of living? If you did not already sell your home, was your lifestyle raised at the same rate and pace of the housing market? If the rising prices in housing did not improve your lifestyle, then the adjusted balancing of the market is not going to harm you either, so chill out.

On the other hand, if you accidentally bought into the housing market when it was at the peak, then you may have to wait a little while for the rebound to come back and exceed the levels of a year ago. Reassure yourself that real estate can sometimes be a long term investment. Land is the one thing that nobody can make any more of, so there will eventually be demand for it.

Mortgage

If your lender fails, you still need to pay your mortgage to the company that takes over ownership of the mortgage. If you receive an unexpected notice that your mortgage has been transferred, be cautious and investigate to confirm the transfer of ownership. Don't let a scam artist take advantage of you during a period of uncertainty, but always make sure that you know where your money is going.

If your financial situation appears unstable or threatening due to the terms of your loan, then this is a very good time to address your concerns and evaluate your mortgage with the lender. While some banks and financial institutions allowed greater risk in recent years, the current concerns have placed a mutual concentrated commitment to secure profitable loans on good credit, and assure that mortgages can be paid. If you are concerned, then schedule a meeting to discuss options with your lender and express your interest in refinancing at lower rates. The lender wants your money, not your home, so you are already starting your conversation with common objectives.

Retirement Accounts

Retirement plan assets are protected, even if the plan sponsor fails. The good news is that your plan is probably not going away, although it is possible that the value of your plan may be doing a disappearing act. This disappearing act is far from magic, and not nearly as entertaining. The risk and reward of many 401K accounts is intertwined with stock market performance, so you may be in for a bumpy ride. Furthermore, like social security, there are peaks and valleys of generations contributing to funds and withdrawing funds. Your crystal ball has as much chance of being correct as the magic eight ball. Don't put all of your eggs in one basket, because although the basket may not go anywhere, there is no guarantee as to how many eggs will be left in it. Keep a few of your eggs in other safe places, just in case.

Savings Accounts

If your savings account is in an FDIC insured bank, your funds are protected up to $100,000. If the fund that insures the accounts fails, the government covers the balance up to $100,000. If you have more than the maximum insured amount in your savings, perhaps you should consider keeping funds in several different FDIC insured banks. It may be a good idea to use more than one bank or credit union to hold enough funds to pay the bills for a short period of time, in the unlikely and unfortunate event that your primary bank temporarily suspends access to funds for some reason. FDIC protection does not cover money market mutual funds.

Insurance

AIG received much attention and immediate government intervention when it made headline news. In the event that an insurer does go bankrupt, the state regulator takes over to make sure that policies are honored. In fact, the consumer insurance subsidiary of AIG was never in trouble, so consumer insurance plans were not as risk.

Credit Cards

Now this is an area that you should really pay attention to, and plan accordingly. Banks will issue more credit cards in an effort to increase profits. These credit cards are targeted at people with good credit records, but they will come with much higher penalties and increased fees. In a weaker economy, as personal finances are impacted by job transitions, reduced access to loans, or if your profession relies on transactions (sales, real estate, construction, entertainment, etc), it may become increasingly difficult to pay down credit card debt due to reduced income.

Review your bills each month to determine if there are some monthly recurring charges to your credit card that can be cancelled or reduced. If you are carrying a balance forward, make a plan for the amount you will reduce your balance each month. Set a date to pay off your credit card completely, and hold yourself accountable to that date. Start paying with cash, when appropriate, and make a journal of your transactions. Reduce your reliance on the convenience of credit cards for personal use until the economic storm has passed.

Remember that your Credit Card payments impact your overall credit score. As the economy tightens, it is incumbent upon lenders to act responsibly and to limit the access for loans and mortgages to individuals with good credit scores. Lower scores mean higher down payment or rates. Don't let a lack of attention to Credit Cards become a costly impediment to other important purchases or transitions that you make want or have to make in the future. Moving, selling, or buying a home may be in your future, so don't let the Credit Cards slip beyond your control now. Even if your Credit Card Company fails, your history and debt remain, and are transferred to another company.

Borrowing Money

To put it simply, this is not a good time to borrow money. Banks will be eager to lend, but only if the bank believes that you have good credit and that the bank has the ability to profit from your loan. If the bank is assured of making profit, it is money coming from your loan, and out of your pocket. If you are considering borrowing money as a way to get out of a hole, like paying off credit cards, then have a plan on how to get out of the hole that is created when you take out a loan. Digging a hole to use the dirt to fill another hole is only a temporary solution, and may have unpleasant strings attached.

Recession

The threat of recession is the constant beating of a drum. Although we may not always see it, we hear it all around us. There are many contributing factors to this economic illness, so there is no single medicine to cure it. As an individual, it is not something that you can change, so it takes serenity to accept it. Be prepared for the ways that it can impact you personally and professionally. Professions that rely on transactions may slow as liquid assets dry up. Real Estate, construction, travel, and entertainment have already been visibly affected, and this trend will continue at least into the first half year of 2009. Professionals that rely on these transactions will have to adjust, and so will all of the businesses that rely on these individuals as consumers. You cannot change that either. However, you can make personal decisions and plans that will impact your immediate financial security, and your long term investments.

Conversely, during times of recession and economic turmoil, individuals often turn to low cost alternatives to boost morale and self-esteem. While housing sales are in a slump and investors are rattling sabers on Wall Street, the lesser luxury items are in higher demand. Make-up, lipstick, diet foods, and small personal luxury items sales are still strong. Cell phones, iPods, and low cost consumer electronics help us forget about the incessant beating of the recession drums, at least for a little while. There is nothing wrong with feeling good about yourself as the world around you screams of panic. You can be serene, because you know what is within your control, and you are making plans for it.

It is highly recommended to seek the recommendations of licensed financial advisors. Do not make decisions based on haste, remorse, or fear. Make your decisions based on an educated balance of immediate needs and long term security. Like the seasons, real estate, the stock market, and the economy will return and flourish in due time. Your goal is to weather the winter storm and be ready for the next summer.

This article is not intended to render legal or financial advice. If you require legal advice, you should seek the services of an attorney. If you require financial advice, you should seek the services of an accountant or licensed financial advisor.

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Words of Wisdom

"Most people get interested in stocks when everyone else is. The time to get interested is when no one else is. You can't buy what is popular and do well."- Warren Buffet

"We have seen a significant increase in demand from senior executives across the USA and in Europe who wish to leave the corporate world and become independent small business owners, franchise owners or equity partners. While stockholders are pushing hard for corporate re-engineering, executives are facing a job market where it takes on average 1-year to find a new executive job that may last at best, for only 2-years."- Richard P. Driscoll, Jr. Chairman & CEO, The Executive Connection LLC

"While the Internet is becoming cluttered with volumes of meaningless data, it has become essential to deliver clear crisp communications in a matter of seconds.With the objective of presenting the alternative of independent business ownership to corporate senior executives who are considering a career change, we have worked diligently to both educate and inform.”- Warren Denby, Chief Marketing Officer, The Executive Connection LLC

"I believe that banking institutions are more dangerous to our liberties than standing armies. If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around [the banks] will deprive the people of all property until their children wake-up homeless on the continent their fathers conquered. The issuing power should be taken from the banks and restored to the people, to whom it properly belongs."- Thomas Jefferson, Letter to the Secretary of the Treasury Albert Gallatin, 1802

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Recommended Site Seeing

The Executive Connection LLChttp://www.executiveconnectionllc.net/

Robert J. Reby & Co. Inc: "Conservative Wealth Preservation"http://www.robertreby.com/

Bui Financial Advisory: "Financial Planning, Retirement Planning, Investment Counseling, Tax Advice and Planning"http://www.buiadvisory.com/

The Trusted Advocate: Accelerate Success with Authenticity and Integrityhttp://www.Trusted101.com/

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The Trusted Advocate Group on LinkedIn Exceeds 500 Members

2008-09-23T00:11:00.000-07:00

One of the fastest growing new networking groups on LinkedIn has exceeded the 500 member mark, demonstrating the importance of core values, authenticity, and integrity in modern business.

London, England (EBInews) September 4, 2008 – More than 500 members have joined the Trusted Advocate Networking Group on LinkedIn, and many new members are joining daily.

LinkedIn is a business oriented social networking site with more than 25 million experienced professionals from around the world, representing 150 industries.

Registered users of LinkedIn can create a profile summarizing professional accomplishments. The profile enables the user to find former colleagues, clients, and partners. LinkedIn also provides access to participate in networking groups, alumni associations, and discussion forums.

The Trusted Advocate Networking Group is a network of business professionals committed to the success of clients and peers. Action with authenticity, advocate with integrity, as recognized and endorsed by fellow trusted advocates. The purpose of the group is to enable empowered business with confidence and community connections with trusted advocates.

Members of The Trusted Advocate Networking Group display a dedication to the personal principles espoused by the group by a logo on the individual LinkedIn profile. The logo makes it easy to identify a Trusted Advocate. Other logos may also be represented based on personal preference, representing alumni associations, groups, or other interests.

Through the network, users can find potential clients, service providers, subject matter experts, offer recommendations and endorsements. This collaboration enables participants to search for new jobs, search for job candidates, and get introduced to other professionals for mutual support and benefit.

The Trusted Advocate Networking Group on LinkedIn was inspired by the award winning book by John Mehrmann and Mitchell Simon, The Trusted Advocate: Accelerate Success with Authenticity and Integrity. In The Trusted Advocate, readers are encouraged to identify personal strengths and apply individual talents to attain the goals of clients and peers. The Trusted Advocate surmises that personal satisfaction and success can be achieved with selfless commitment and integrity. Furthermore, the book provides instructions for the reader to apply each concept in personal practice.

The overwhelming response and rapid growth of The Trusted Advocate Networking Group on LinkedIn is a testimony to the importance of authenticity and integrity in modern business practices. With the burgeoning growth of social networking sites, blogs, and other online communications, the voice of the customer is louder than ever before in history. Honesty and ethics are no longer merely good behavior, but have risen in awareness to become the competitive differentiator in the consumer selection criteria of potential vendors, partners, products, and services. Members of the Trusted Advocate group know this and embrace the evolution of ethics in business.

Individuals interested in joining the Trusted Advocate Networking Group must have a registered account and profile on LinkedIn. There is no charge to participate in the Networking Group. For more information, or to become a member, simple follow the easy online instructions to apply: http://www.linkedin.com/e/gis/83826/03792148A71A

For more information on The Trusted Advocate: Accelerate Success with Authenticity and Integrity, reviews, chapter summaries, excerpts from the book, and a list of online booksellers, please visit http://www.Trusted101.com

LinkedIn participates in the EU Safe Harbor Privacy Framework and is certified to meet the strict privacy guidelines of the European Union. All relationships on LinkedIn are mutually confirmed, and no one appears in the LinkedIn Network without knowledge and explicit consent. LinkedIn is located in Mountain View, California.

The Trusted Advocate is Honored with the Publisher's Choice Award

2008-09-23T00:09:00.000-07:00

More accolades for the award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, by John Mehrmann and Mitchell Simon.

Orange County, CA (PRWEB) September 9, 2008 -- The award winning book, "The Trusted Advocate: Accelerate Success with Authenticity and Integrity", is honored with the prestigious Publisher's Choice Award. The Publisher's Choice designation identifies and celebrates new titles that exhibit editorial integrity and outstanding design quality. New titles undergo stringent editorial review and design evaluation. Selected titles display potential for greater commercial success.

"Mitch and I are deeply honored by the awards and accolades," said John Mehrmann, author of 'The Trusted Advocate: Accelerate Success with Authenticity and Integrity'. "The recognition is very much appreciated, but the greatest personal reward is the overwhelming feedback of the readers."

"The book provides real life examples that make sense, speaks to integrity and can be applied immediately. It outlines a selling strategy that focuses on the relationship between customer and salesperson to achieve continued and sustainable growth," said Tina Tuccillo, Vice President of Strategic Marketing and Product Planning at Noritsu America Corporation. "A quick read, you will walk away with page after page of highlights and folded corners of information you can't wait to share with others. A goldmine of wealth you can't afford to miss."

Initial inventory of 'The Trusted Advocate' sold out quickly, and some orders were slightly delayed while additional copies were printed. As recognition has grown, so has the geographic distribution of enthusiastic readers. The web site www.Trusted101.com provides links to a variety of online booksellers in the U.S., Canada, United Kingdom, Italy, Ireland, and Australia.

"Some of us may start reading this volume somewhat skeptical about the authors' opening thesis that the way we are habituated to define success is entirely illusory. But any doubts will be quickly dispelled as the highly readable analysis of the inseparable relationship between real success and the twin concepts of authenticity and integrity unfolds. And more than that, they make it easy for us to internalize what we have read as we are gently provoked to practically apply the knowledge to our own individual situations," said Azriel Winnit, author of Israel based Hodu.com. "In effect, we are all salespeople, whether our need is to sell the ideas we believe in, to secure the best terms for the services we need, or just to convince our boss to give us a raise. Simply put, applying the concepts presented in this book will help to make the world a better place. Period."

The style of The Trusted Advocate is like a participating in a personal conversation with a close friend. It gently reinforces individual qualities that generate sustainable personal satisfaction and business success. Readers of The Trusted Advocate have reported life-changing revelations, greater confidence, and extraordinary success.

A reader review posted on Barnes & Noble proclaims, "The practical approaches and solutions in The Trusted Advocate provide clear, explicit, and factual examples of how to address the strategic and tactical issues that often crop up when the need exists to be a company loyalist and customer advocate while maintaining personal integrity and providing a win, win solution for both constituents being represented. I strongly recommend this book as a basic learning tool for all new marketers and a fresh approach for old timers to consider."

Eric Nelson, President of Secure Privacy Solutions, writes "'The Trusted Advocate' does an outstanding job of articulating what most successful sales and business professionals inherently understand, that people want to do business with those they can trust and are looking out for their best interest."

Kirkus Discoveries had this to say in a recent review of 'The Trusted Advocate: Accelerate Success with Authenticity and Integrity', "John Mehrmann and Mitchell Simon have packed years of experience into a single volume that provides fundamental advice for sales professionals. The straightforward writing style is also accentuated with illustrative vignettes which exemplify the crucial aspects of successful sales."

For more reader reviews, chapter summaries, excerpts from the book, and a list of online booksellers, please visit http://www.Trusted101.com

Trends in Technology

2008-09-23T00:02:00.000-07:00

Garter, Inc analysts highlighted the top ten strategic technologies and trends for 2008. Gartner defines a strategic technology as one with potential for significant impact on enterprise in the next three years. Take a few moments to get familiar with the definitions of technology trends that will impact your business.

1. Green IT

According to the Silicon Valley Toxics Coalition, e-waste is the fastest-growing part of the waste stream, and the Environmental Protection Agency estimates e-waste accounts for 2 percent of the municipal solid waste stream in the United States. More than 1,000 chemicals are used during electronics production, such as lead, mercury, and cadmium. In addition to manufacturing materials, going green means focus on power consumption. IT departments spent 17 cents per dollar to power and cool servers in 1996. Ten years later, by September 2006, IT departments were spending 48 cents per dollar to power and cool servers, according to IDC research. IDC predicts that this cost will grow to 78 cents per dollar by 2010. The focus on green is as much about cost reduction as it is about the environment.

The Silicon Valley Toxics Coalition estimates that there are 500 obsolete computers in the United States, and 130 million cell phones thrown away every year. It is no wonder that e-waste and Green IT are topping the charts as the primary initiative for technology and trends in 2008.

According to IDC, over 50% of customers consider a vendor's green initiatives and capabilities when selecting a supplier. One third of customers already consider it very important that suppliers have "green offerings". 80% of Executives say that e-waste and Green IT is growing in importance as an initiative in their organization. The number one (#1) driver for Green IT adoption is economic, to reduce operational costs.

What company is setting the pace with Green IT initiatives? ZSL Inc

2. Unified Communications

20% of the installed based with PBX has already migrated to IP telephony, and more than 80% are already conducting trials and preparing for the most significant shift in telephony since the adoption of cell phones. Voice over Internet Protocol, VoIP, is also known as IP Telephony, Broadband Telephony, and Voice over Broadband. A rose by any other name, the appeal for low cost is what smells so sweet. A single network can carry voice, data, video, and mobile applications on fixed and mobile networks. Get ready to rethink networks as completely integrated communication of voice, video, and data. You will be surfing the Internet, accessing data, and sharing video on your cell phone. You will be making international calls from your notebook computer. Hardware is interchangeable, it is just a matter of the adoption rate for new technology.

What company is setting the pace with unified communications? Cisco.

3. Business Process Modeling

Business Process Modeling is the structured comparison of how things really work, how we want them to work, similar processes with measured results, and planning to move from current state to future state. In IT, business processing modeling requires system and application architects to work with programmers, designers, and analysts to coordinate the design theory, the development, and the institutionalizing of the systems and applications. In other words, the individuals who design the systems and applications will work with the people who build it, and with the ones who fix the bugs.

In some environments the collaboration of architects, developers, and analysts is already accepted as common practice. However, it is uncommon enough to actually make the top ten list of future trends for the next three years. "The beauty and the curse of system architects and programmers is that they are just like the applications that they design based on your specifications. They do exactly what you tell them to do," said John Mehrmann, "so you better make sure that it is exactly what you want them to do."

4. Metadata Management

Metadata management is critical to a information infrastructure, it is the relationship and usage of data. There are three primary segments of data in Enterprise Information Management (EIM) strategy. These three segments are customer data integration, product information management, and product management. Metadata management is less of a technical challenge and more of an organizational process. Simply defined, metadata management uses data from complex structured data sources and databases to create models (schemas) and mappings. Import data to rapidly identify patterns, commonalities, differentiators, and create models. Use design patterns, solution templates, and operators to simplify development of metadata applications.

How is metadata being used today? Metadata captures customer registration to model buying habits, returns, peripheral purchases, and warranty extensions. Metadata is used to track warranty failures, customer contact through multiple channels that include call center and service, and it can be used to selectively offer marketing materials and sales incentives.

What company is setting the pace with metadata management? SAS

5. Virtualization 2.0

Virtualization technologies are infrastructure improvement enablers to improve IT resource utilization and increase flexibility. Automation technologies can improve resource efficiency and automate flexibility based on requirements and services managed holistically, with high levels of resiliency. IT resources adapt automatically to changing workloads and reduce cost. Expect to hear more about virtualization as technologies and trends impact the holy grail of Green IT, better management of resources, and lower costs.

6. Mashup & Composite Apps

Composite Applications are the assembly of existing components in IT with Web based applications, typically using older generation program language languages and developed by professional programmers. On the other hand, mashups are remarkably simple and basic infusion of web services with browser-side java, to connect things together. Mashups simply gather existing data from multiple web resources to either present the data together, assemble and calculate the information to create new data, or create new functionality. Mashups are small pieces of data, loosely joined. There are five types of mashups:

i. Presentation Mashup gathers data from multiple sources and lists the data together.

ii. Client-side Data Mashup gathers data from remote web sites or data feeds and processes the data in a client database or application to analyze it or create a new result.

iii. Client-side Software Mashup uses code in the client side web browser to create distinct new capabilities for gathering and utilizing data captured through the browser.

iv Server-side Software Mashup is already very common as evident by the thousands of open Web APIs currently available. The server collects data from the client.

v. Server-side Data Mashup is the linking and connecting of data between servers. It is already very common to share data between servers and databases, but the fascinating new trend is that this type of data collection and manipulation is happening at a much higher level.

As client-side applications enable users to access data with web browsers and to mashup data without professional programmers, the evolution changes from how to gather diverse data into how to compare, analyze, and use the data. Once immediate access to mashup data from diverse web resources becomes commonplace, metadata management becomes even more crucial to identify trends, recognize commonalities, and develop predictive applications for accurate forecasts and customer-centric customization.

What company is setting the pace with mashup & composite apps? Google

7. Web Platform & WOA

Emerging web applications provide Software as a Service (SaaS) as a viable option to access infrastructure services, information, applications, and business processes though simple and easy to use web browsers. The web based "cloud computing" environments may access a single source for data, applications, or resources for client queries and reporting. However, as metadata management and mashups become more sophisticated and commonplace, web platform Software as a Service will increasingly enable the recombination of data from multiple data sources, applications, and resources. This evolution enables real time data collection, comparison, analysis, application and resource allocation through web portals, reducing direct data or service connectivity, and allowing significantly greater user flexibility.

What company is setting the pace with Web Platform, API, and Software as a Service initiatives? Amazon

8. Computing Fabric

In the evolution of servers as storage devices, we witnessed the progression of big iron from tape drives to hard drives, and the management of all data on one drive to storing data on an array of drives as a means to expand storage and recover from catastrophic failure. In other words, multiple devices shared access and resources to store data. This concept evolved into blade servers, enabling the networking of multiple efficient devices. The next evolution of the computing fabric is the introduction of technology to treat the network of blade servers as the sum of the components from each of the blades. Rather than manage each blade server as a whole device, the new technology will treat memory, processors, I/O cards and components as a pool of resources, combining and recombining these resources as necessary to appear as an operating system on a fixed single server.

Managing the computing fabric will take the smallest measurable pieces of the networked hardware and recombine resources to achieve Green IT low cost power consumption, better use of hardware resources, and treat hardware combinations in much the same way that mashups converge diverse small pieces of data into single serving results on demand.

9. Real World Web

The term real world web refers to enabling information applicable to a particular location, activity, or context relevant to the real world. Unlike virtual worlds that can be created and manipulated for a particular purpose or entertainment, real world web is intended to augment reality with real-time and real world situations. GPS Navigation, for example, can provide real time directions that react to movement and direction. Airline updates, for example, can alert a user to on-time availability or delays associated with flight departures or arrivals.

Now imagine that you have a flight to another city, real time traffic updates and GPS to bypass congestion, and this schedule is mashed up with web based reservations at a preferred restaurant to entertain a valued customer. Your reservation could be automatically adjusted to accommodate flight or traffic delays. The restaurant would be automatically alerted to the change in schedule and may adjust seating accordingly. The GPS may provide alternative routes to avoid heavy congestion or accidents. The value customer would receive a web based calendar alert to unexpected flight delays, enabling your valued customer to occupy time with other important tasks while you are still in flight. The directions, navigation, reservations, and customer clients updates can be managed automatically with real world web.

Another use for real world web integrates posted gasoline prices with GPS navigation devices. This enables the user to identify and select from gas stations with lower posted prices using the real world web.

What company is setting the pace for delivering Real World Web applications? Microsoft

10. Social Software

The term social software is typically associated with a wide range of web applications that enable users to interact and share with other users. YouTube, MySpace, and LinkedIn are some examples of social sites. Social software typically facilitates a more egalitarian community development in which membership is voluntary, reputation is earned by winning the trust of other members, and the mission and governance of the community is defined by the members of the community. Social software reflects the asymmetrical traits of social networks, and a mutual link between users. You can choose to accept or not accept content or connections.

Social software and social networks are evolving at an astounding pace, and are as diverse as human interests. Social networks exist for business, career guidance or changes, on line gaming, common interests, entertainment, hobbies, staying in touch with contacts, and meeting new people.

What companies are setting the pace with Social Software? YouTube, MySpace, and LinkedIn

Summary

So what is happening? There is so much data, information, applications, and individual contact available through web connections that it has become necessary to break things down into the smallest components and categorize these components in such a way as to maximize efficiency, access, collaboration, recombination, and real time application. Green IT seeks to identify the components of hardware and resources to maximize efficiency, reduce e-waste, and reduce power consumption. Unified communications is breaking down data, voice, and video into streams that can be shared by mobile and web based devices. Business Process Models organize the small bits of data, applications, and resources to design future architecture and integrate analytics are users and clients become a part of the development process. Metadata management identifies commonalities and creates smaller models to organize the data. Mashups take these diverse pieces of data and present them or process them in a manner that produces a new understanding or result. Web platforms and Software as a Service empower mashups and data access. Virtualization 2.0 and Computing Fabric apply the same concepts to the hardware that store, access, and serve up this data, voice, and video. Real World Web integrates all of this with our environment and surroundings. Social software makes individuals a part of the process, identifying and connecting smaller pieces of personal interests with individuals that share similar experiences or interests.

The trend for the next three years is to break down data, voice, video, applications, hardware, and individual interests into the smallest denominators and then to identify and recombine based them on user defined requirements and commonalities.

Companies should factor these technologies into their strategic planning process by asking key questions and making deliberate decisions about them during the next two years,” said David Cearley, vice president and distinguished analyst at Gartner. “Sometimes the decision will be to do nothing with a particular technology. In other cases it will be to continue investing in the technology at the current rate. In still other cases, the decision may be to test/pilot or more aggressively adopt/deploy the technology. The important thing is to ask the question and proactively plan.”

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Words of Wisdom

"Where a calculator on the ENIAC is equipped with 18,000 vacuum tubes and weighs 30 tons, computers in the future may have only 1,000 vacuum tubes and perhaps weigh 1.5 tons." - Popular Mechanics, March 1949

"Any sufficiently advanced technology is indistinguishable from magic."- Arthur C. Clarke

"Technology is dominated by two types of people: those who understand what they do not manage, and those who manage what they do not understand."- Putt's Law

"Computers make it easier to do a lot of things, but most of the things they make it easier to do don't need to be done." - Andy Rooney

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Read the details of Gartner's predictions for the top 10 strategic technologies for 2008.http://www.gartner.com/it/page.jsp?id=530109
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

2008 Passport Restrictions

2008-09-23T00:01:00.000-07:00

Effective January 31, 2008, adult United States and Canadian citizens reentering the United States and Canada by land, ferry, or by small boat must carry a passport or a government issued photo ID, such as a driver's license, plus proof of citizenship, such as a birth certificate. Children 18 and younger require proof of citizenship only.

Cruise passengers are officially exempt, but cruise lines recommend passports and already require a photo ID, such as a driver's license, and proof of citizenship.

All US travelers returning from the Caribbean, Mexico, Bermuda, and Canada by air have had to carry passports since January 23, 2007. The change of restrictions in January 2007 created a surge in demand for passports, resulting in extended delays of several months to process the increased number and backlog of requests. Turnaround time for a standard passport is now four to six weeks. Expect to wait three weeks for an expedited passport.

The new guidelines effective January 31, 2008 extend the air travel restrictions to land, ferry, and small boat. Plan ahead for international travel, regardless of the mode of transportation, and allow enough time to procure or renew your passport if necessary.

E-Passports

Since August 2007, the United States has been issuing Electronic Passports only.

The U.S. Electronic Passport (e-passport) is similar to the former passport with the addition of a small integrated circuit computer chip embedded in the back cover. The chip securely stores the same data visually displayed on the photo page of the passport, and includes a digital photograph of the bearer. The inclusion of the digital photograph enables biometric comparison, through the use of facial recognition technology, at international borders. The U.S. e-passport also has a new look, incorporating the latest anti-fraud and security features.

Passports without chips will still be valid for the extent of the original validity period, and must be replaced with the new e-passport at the time of renewal

If you have an existing US Passport that is less than 15 years old, is not damaged, you were at least 16 years old when it was issued, and you name has not changed or you can provide documents to prove that it was legally changed, then you may be eligible to renew your passport by mail. Passports can be renewed through the mail by submitted the appropriate DS-82 form, two identical passport photographs, and a check or money order for the processing fee. The address, current fee, and DS-82 form are available at the U.S. Department of State web site, http://travel.state.gov/passport/get/renew/renew_833.html

The NEXUS Program

The United States Customs and Border Protection (CBP), and the Canada Border Services Agency (CBSA), are cooperating in a joint venture to simplify passage for pre-approved low risk travelers.

NEXUS members now have crossing privileges at any air, land, and marine ports of entry. Under the Western Hemisphere Travel Initiative, the NEXUS card has been approved as an alternative to the passport for air travel into the United States for US and Canadian citizens. The NEXUS program allows pre-screened, low risk travelers to be processed with little or no delay by the United States and Canadian officials at designated highway lanes at high volume border crossing locations, at a NEXUS kiosk at the Canadian pre-clearance airports, and at select marine locations in the Great Lakes and Seattle, Washington.

Individuals may qualify to participate in NEXUS if they are a citizen or permanent resident of the United States or Canada, residing in either country, or if they are a citizen of a country other than Canada or the United States who plans to temporarily reside lawfully in Canada or in the United States for the term of their NEXUS membership and who pass criminal history and law enforcement checks. Individuals may be denied NEXUS if inadmissible to the United States or Canada under applicable immigration law, provide false or incomplete information on the application, have been convicted of a criminal offense in any country for which they have not received a pardon, have previously violated customs or immigration law, or fail to meet stated requirements of the NEXUS program.

To apply for NEXUS, complete a single application and pay one fee. The form can be submitted on-line via the Global On-Line Enrollment (GOES), mailed, or faxed. Qualified applicants are required to come to a NEXUS Enrollment Center only once, for an interview and issuance of a photo-identification card. NEXUS allows United States and Canadian border agencies to concentrate efforts on potentially higher risk travelers and goods, to ensure security and integrity of the borders. NEXUS allows citizens of the United States and Canada to reduce delays at border crossings, and is an excellent form of international travel identification to accompany your passport.

At the time that this article was written, the one time application fee for a five (5) year NEXUS card is $50 US, and the fee for a US passport renewal is $67 US.

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Words of Wisdom

"When you travel, remember that a foreign country is not designed to make you comfortable. It is designed to make its own people comfortable."- Clifton Fadiman

"Certainly, travel is more than the seeing of sights; it is a change that goes on, deep and permanent, in the ideas of living."- Miriam Beard

"A person travels the world over in search of what he needs and returns home to find it." - George Moore

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Buying or Selling on the Internet

2008-09-22T23:49:00.000-07:00

The facts and figures from Symantec Security Response and the Internet Crime Complaint Center are both fascinating and alarming. If you have thought about buying or selling on the Internet, especially with Internet Auction Sites, make sure that you are aware of the best practices and the potential pitfalls before you do. An identity is a terrible thing to waste.

How much for your identity?

According to a Blog from Symantec Security Response, the following is the cost for your identity on the black market

$14-18 for your complete identity
$1-6 for a US Credit Card
$2-12 for a UK Credit Card
$10 for a World of Warcraft Account

Internet Crime Complaint Center

The Internet Crime Complaint Center (IC3) was established as a partnership between the National White Collar Crime Center (NW3C) and the Federal Bureau of Investigation (FBI) to receive, develop and refer criminal complaints regarding the rapidly expanding arena of cyber crime. IC3 released the sixth annual compilation of complaints received and referred to law enforcement or regulatory agencies for appropriate action.

The following statistics are based on the IC3 2006 Annual Report

Complaint submissions decreased by 10.4%, from 231,493 in 2005 to 207,492 in 2006
Total Dollar Amount of reported losses increased from $183.12 Million in 2005 to $198.44 Million in 2006

Most Common Reason for complaints

44.9% Internet Auction Fraud
19.0% Non-Delivered Merchandise and / or Payment
4.9% Check Fraud
4.8% Credit / Debit Fraud

Most Common Amounts of reported loss

39.3% reported loss between $100 to $1000
31.6% reported loss between $1000 to $5000
15.6% reported loss less than $100

Of those who reported a loss, the Average (median) amount of the reported loss

$5100 Nigerian Letter Fraud
$3744 Check Fraud
$602 Internet Auction Fraud
$585 Non-Delivered Merchandise and / or Payment
$427 Credit / Debit Card Fraud

Most Common Methods of Contact:

73.9% Email
36.0% Web Page
17.7% Telephone
12.0% Instant Messenger
10.3% Postal Mail

Best Practice to Buy on Internet Auction Sites

Learn your obligations as a buyer before you place a bid.
Find out what actions the seller will take to insure the transaction and the delivery.
Research the seller, especially if the only available information is an email address. Check with the Better Business Bureau if it is a business. Use Google search, Yahoo and other web sites to investigate the seller.
Try to obtain a physical address. Be wary if the mailing address is a Post Office Box number.
If there is a telephone number provided, call it to make sure that it is working and legitimate.
Send an email to validate that it is an active email address. Be wary of sellers that use free email services that do not require a credit card to open an account.
Check Seller history and be wary if there is previous negative feedback.
Use common sense when assessing the method of payment.
Be cautious and aware of laws governing sellers is other countries, international sales may have a dubious outcome
Ask for written confirmation regarding expected delivery and warranty or exchange return options
To avoid unexpected costs, find out if shipping and delivery are included or additional cost
Never give out your Social Security Number, Driver's License Number, Bank Account Numbers or personal information to the seller, they do not need it
Be very cautious of special offers that arrive by unsolicited email, you are typically better to delete these without opening them, especially if there are attached files
Do not give your credit card information over the phone
Do not make purchases online if you are using an unsecured wireless access point
If you are a victim of fraud, report it to your credit card companies and to the authorities immediately

Best Practice to Sell on Internet Auction Sites

Take a little time to understand how Internet Auctions work and what your obligations are as a seller.
Use secure web sites. If you sell from your own web site, then investigate how to offer secure credit card transactions
Publicly list the actions that you will take to insure the transaction and the delivery.
List contact information and street address if you are a business. Provide a daytime phone number and email address for inquiries. Make it easy for the consumer to validate your authenticity.
Take care of your customers and ask for feedback, especially if the transaction resulted in a satisfactory experience.
Be cautious and aware of laws governing buyers in other countries, international sales may have a dubious outcome
Post your policy regarding delivery options and related fees, warranty or exchange return options, and payment terms and conditions
Build reciprocal links with other reputable merchants to establish your authenticity
Post pictures of the merchandise
Provide detailed descriptions of the merchandise, including specifications, features, new or used, etc. Research other listings for similar merchandise to see what information your competitors are providing so you will have some additional insight into what your customers may need to see and compare

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Words of Wisdom

"Organized crime in America takes in over forty billion dollars a year and spends very little on office supplies."- Woody Allen

"There is no den in the wide world to hide a rogue. Commit a crime and the earth is made of glass. Commit a crime, and it seems as if a coat of snow fell on the ground, such as reveals in the woods the track of every partridge, and fox, and squirrel."- Ralph Waldo Emerson

"The scars of others should teach us caution." - Saint Jerome

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Reliable, Respected, Revered or Feared

2008-09-22T23:47:00.000-07:00

What is most the most important attribute to developing your reputation? Would you prefer to be known as reliable, respected, revered or feared? Is it possible to be all of these things over time? Constructing your reputation is like solving a Rubik's Cube puzzle. It takes time, several steps and the right combination of twists and turns. It is also important to know what it should look like when you are done. When you have the goal in your mind, then you can go about solving the puzzle.

The GOAL

The goal of developing your reputation is to be true to yourself. Be consistent with your principals and your personal values. Your actions, your decisions and your interaction with others should be a reflection of the way that you live your life. If you attempt to disguise your intentions or beguile your associates, you will not be able to maintain trust or confidence. If your intentions are to help your customers, look for other individuals with similar intentions. If you are content with your own situation, then enjoy the camaraderie of your peers and help them to achieve their goals. If your intention is personal advancement or promotions, be open about searching for people who will support your efforts.

If you define and share your goals, you will either find supporters or other individuals with similar goals. At the same time, be cognizant and supportive of the goals of those around you. Be prepared to listen intently and understand the aspirations of coworkers and customers. You person who listens the most is heard loudest.

RELIABLE

First, establish a reputation for being reliable. Regardless of your position, title or tenure, the foundation of your reputation should be reliability. If you are the leader, manager, director, clerk, associate or representative, maintain a dedicated focus on being consistently reliable. It is equally important to be a reliable customer as it is to be a reliable vendor or supplier. No matter how powerful or seemingly unimportant you may perceive your responsibilities, there are other people who rely on you. Be consistently reliable for the people you report to, to the people who look up to you, the people that you support and to the people who support you.

Even if some people respect you, revere you or fear you, you will have no value to anyone if you are not reliable. Do not forget this basic foundation in the search for power or prestige. You may be respected for your capability, but what good is it if you can not be counted on as a reliable individual? This is based on your ability to perform consistently and to be supportive of others.

RESPECTED

You do not have to be the president or a brain surgeon to be respected. Take a look at the positions and the people that you respect most in your life. Then look to see what these people have in common. School teachers and police officers are respected for their individual sacrifice and dedication to their profession in the service of others. Respect can be earned by great achievements through consistent effort, self-sacrifice and being someone that other people can count on, being reliable. A leader or a coach does not earn respect for the position, but rather by what they do with the authority and responsibility of the position. A coworker may earn respect by diligence, effort or self-sacrifice. Winning the lottery may achieve instant wealth, but it does not earn instant respect.

What can you do to earn respect? You might be respected for your talent, for your character or for your perseverance. Respect may be earned by the way that you use your experience, knowledge or previous achievements. If you want to be respected and do not know how to begin, start by being reliable.

REVERED or FEARED

For centuries there has been a debate regarding the benefits of being revered or being feared. One dimensional leaders often choose one of these attributes for their reputation and dedicate their ambitions toward a single goal, to be revered or to be feared. Machiavelli described the importance of being feared, and many dictators who embraced this approach were eventually rewarded with revolution. On the other hand, individuals who take extreme measures to be liked or revered may run the risk of being taken advantage of, and thereby losing much more than respect.

In the balance of leadership, individuals are more likely to make perform or make sacrifice for something and somebody that they believe in. When performance and sacrifice is demanded through fear, the output is reluctant and can not be sustained. From a personal perspective, are you more likely to repeat a task and improve your personal performance when doing something that you enjoy, or for someone that you want to please? Are you more or less likely to expend extra effort consistently for a job or a person that you resent?

Good decisions are made when clear purpose and goals are established and shared. The predominance of fear impairs good decisions, or even worse, may precipitate a culture that lacks any decisions for fear of being ostracized. Avoiding a decision is the same as making a decision to allow unmanaged consequences.

It is possible to be both revered and feared. By virtue of being respected as a reliable individual, you will become both revered and feared. Some individuals will appreciate consistency, predictability, direction and reliability. By the same token, if you are consistent with your own personal goals and values, you may be feared by other individuals. If your values are self-serving, you will be revered by a small group of like-minded individuals and feared by many. If your values are self-sacrificing toward the greater good, then you will find yourself revered by many and feared by the self-serving. In any case, consistency of purpose and character will create circumstances that cultivate opportunities to be revered, feared or both. This depth of character is far superior to a hollow one dimensional approach of choosing to be only revered or feared.

What does all this mean? Stop worrying about your reputation and concentrate on doing those things that reputations are built on. Listen intently to others. Be willing to make sacrifices for others. Be consistently reliable, and be true to yourself. Do your job with the same principles and passions that you live your life, and your reputation will take care of itself. By coincidence, if you can achieve this dedicated diligence to your values, you will discover an inverse relationship that your reputation will grow as your care less about it.

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Words of Wisdom

"Conscience and reputation are two things. Conscience is due to yourself, reputation to your neighbor."- Saint Augustine

"You can't build a reputation on what you are going to do."- Henry Ford

"Regard your good name as the richest jewel you can possibly be possessed of - for credit is like fire; when once you have kindled it you may easily preserve it, but if you once extinguish it, you will find it an arduous task to rekindle it again. The way to gain a good reputation is to endeavor to be what you desire to appear."- Socrates

"There are two modes of establishing our reputation: to be praised by honest men, and to be abused by rogues. It is best, however, to secure the former, because it will invariably be accompanied by the latter." - Charles Caleb Colton

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Analog to Digital Television

2008-09-22T23:43:00.000-07:00

Congress passed a federal law, the Digital Television Transition and Public Safety Act of 2005, mandating the last day of full power analog television broadcasting to be February 17, 2009. On February 17, 2009, all television channels in the US will convert from analog to digital. What does this mean to you?

"This is the end of a 10 year transition," said Bart Forbes, public affairs specialist with the National Telecommunications and Information Administration. "This will mainly affect a few people who don't have digital or satellite television."

More than 50% of American homes now have a digital television set. More then 85% subscribe to a cable or satellite provider, and none of those consumers will be affected by the analog to digital transition, because they do not receive transmissions over the air. The only households to be affected are the ones without digital TV, and who receive transmissions over the air by antenna, which represents about 11% of the American households today. This 11% of the population is eligible to receive two coupons from the Department of Commerce, each coupon good for $40 discount on the purchase of a special converter box that will allow traditional analog sets to use the new digital transmissions. Converter boxes are expected to sell for $40 to $60 each.

Converter boxes will soon be available in many of the nation's largest retailers. Wal-Mart, Best Buy, Sears and Circuit City will carry the boxes. Congress has allotted $22.5 billion to subsidize consumer coupons for discounts on the purchase of these converter boxes. An additional $11.25 coupons will be issued once the first set of coupons runs out. Coupons will not be issued until the converter boxes are available in stores. If you have a cable or satellite provider, refer to the web site or contact your local provider, as you most likely do not need a converter box or any additional equipment. If you have rabbit ears on top of your television set, then it may be time to plan a trip to your local retailer to find out when the converter boxes are coming to town.

"Most people 50 and older watch five hours of TV a day," said Sean Voskuhl, associate state director for AARP in Oklahoma. "People over 65 also tend to have an older TV."

Some advocates of senior citizens are concerned that the analog to digital transition will affect senior citizens more than any other segment of the population. Nursing homes, group homes, and similar institutions do not qualify for the converter box discount coupons. Sean Voskuhl said that he is concerned of the impact on senior citizens because of the amount of TV that they watch. According to Nielsen, the New York based firm that rates television viewing, it is just over six hours a day for those over the age of 55. Voskuhl recommends senior citizens apply for coupons early, but since many of these older Americans do not use computers, the options may be confusing.

The transition will not be from analog to high definition television (HDTV), which is the highest level of TV service. HDTV sets already are equipped for digital service.

"Nothing will change for people with cable or satellite dish," said Dennis Whitman, of Fastpipe Media. "HDTV's sold now already have a tuner that serves the same purpose as a converter box."

The FCC advises viewers to check for any of the following: "Integrated Digital Tuner", "Digital Tuner Built In", "Digital Receiver", "Digital Tuner", "DTV", "ATSC", or "HDTV" on the set or the instruction manuals. When in doubt, contact the television manufacturer or the original retailer.

Digital Televisions are the market leader in consumer products, making up more then 16% of the $160 Billion spent on consumer electronics devices. Any television sold after May 25, 2007 is required to have a digital tuner or the seller is required to disclose that it does not have one.

"There is another aspect of this transition that is going largely unnoticed," said Mark Balinski, Senior Manager of Business Development for ZSL, Inc. "As the American consumer embraces the higher quality of digital television, HDTV, and the flat form factor of LCD, the old analog picture tube devices are being unceremoniously dumped with increasing regularity. Those clunky analog CRT devices and antiquated VCR's are not even considered hand-me-downs anymore. They are becoming poisonous electronic waste in our landfills."

Mark Balinski is at the forefront of a growing coalition to cope with the e-waste solution. Recognizing the challenges posed by the diverse legislation being proposed by individual states, Mark is developing a solution to track controlled substances and materials from the manufacturing process through the consumer electronics lifecycle, and back through recycling and reclamation. The proposed solution simplifies the process for government agencies, manufacturers, retailers, and the end-user consumers. "Our goal is to turn electronic waste into the new raw materials for future products, and to save more of our natural resources for future generations to enjoy," said Mark.

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Words of Wisdom

"Don't you wish there was a knob on the TV to turn up the intelligence? There's one marked 'Brightness,' but it doesn't work."- Gallagher

"When the politicians complain that TV turns the proceedings into a circus, it should be made clear that the circus was already there, and that TV has merely demonstrated that not all the performers are well trained."- Edward R. Murrow

"It is difficult to produce a television documentary that is both incisive and probing when every twelve minutes one is interrupted by twelve dancing rabbits singing about toilet paper." - Rod Serling

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

The Difference between Being Right and Doing the Right Thing

2008-09-22T23:41:00.000-07:00

Is it better to be right, or to do right? Is there a real difference between being right and doing the right thing? When it comes to communications, support, and teamwork, there is a perceptible difference between the two.

Customer Service

Assisting customers can be rewarding, frustrating, and downright annoying. The scope of dealing with customers is as diverse as the personalities of the individual customers and the situation that each customer is experiencing. Some customers are grateful for assistance, and express appreciation for the efforts to help them. Some customers are frustrated by a situation or experience, and may express aggravation in a myriad of unpleasant ways. After an interaction with a highly charged angry customer, it can be challenging to not allow the experience to influence your attitude toward the next customer experience. Recipients of highly charged emotional outbursts may carry the experience beyond the workplace. There is a way to dissuade this personalization of an intense exchange with a frustrated customer, and to alleviate the personal aggravation that may result from the experience.

Perhaps one of the most frustrating experiences in providing customer service is the occasional encounter with a customer who is deliberately providing false or misleading information. Regardless of the reason that the customer is being deceptive, it is tempting to be insulted or annoyed by such an encounter. The frustration from this type of experience can also be alleviated with the proper approach to handling the customer.

In the case of angry, belligerent, and deceptive customers, a common response is the feeling that it is necessary to prove that we are right. In an effort to prove that we are right, it may also imply that someone else is wrong. That someone who is implicated as the individual in the wrong is none other than the customer. In the effort to prove that we are right, we may alienate the customer and create a situation in which our interests are at odds with one another. The focus of the interaction and the dialogue may shift from addressing a specific issue, and turn to the great divide between who is right, and who is wrong. The effort to be right, or to prove that we are right, may intensify the anger, frustration, or deceit without making any progress to resolve the underlying problem. In addition to losing the customer loyalty, the result is quite often an unsatisfying exchange that leaves both parties with lingering aggravation. There is no lasting satisfaction from an empirical victory that proves we are right, at the cost of neglecting what is the right thing to do.

To overcome the emotional experience exchange, maintain a clear and concentrated focus on doing what is right. It may be necessary to explain your actions or response with the perception of why you believe that you are doing the right thing. This is not to imply that you are right, but rather why you believe that it is the right thing to do for the customer. Simply saying that it is policy is not usually a satisfactory explanation. It may be necessary to provide a reasonable rationale for the policy. Doing the right thing may or may not include a customer accommodation, and sometimes even the accommodation is not satisfactory. If you can maintain a concentrated focus on the issues and the right thing to do for your customer, avoiding the interpersonal battle of who is right or wrong, you can align yourself with the customer and endeavor to be a customer advocate. Acting as an advocate for your customer in earnest will give you the lingering satisfaction that you have honestly endeavored to do the right thing, regardless of the outcome.

Teamwork

It is unfortunate that similar battles occur with the workplace. As pressure builds and personalities collide, it is inevitable that conflicts arise in which members of the same workplace community are at odds regarding who is right, and who is wrong. Sometimes there is a perceived need for an individual to prove him or her right. This personal need is harbored internally, just waiting for an opportunity to pounce upon an unsuspecting coworker. As internal frustration builds, it may erupt as a volcano of capital letters or profanity in an email or personal confrontation. Email has made it far too easy to attack coworkers and expose inner frailties to the masses while maintaining a temporary safe distance. Confrontational emails are public demonstrations of personal attacks that typically coincide with vicious rumors and unhealthy gossip. The public effort to aggressively prove one as being right is often the public display of a rot that has been growing beneath the surface. The damage to all parties involved, and the collateral damage to innocent bystanders copied on the communications, can be detrimental to teamwork and motivation of the organization.

The vision of what is right and in the best interest of the company or customers may vary between individuals. It is expected that perception and description of the right direction may be shaped by previous experiences, successes, and knowledge. When these experiences and perspectives are shared in a respectful manner between individuals, it fosters a community approach and a sense of unity. Even when individuals disagree on the definition of what is right, it is possible to acknowledge, understand, and agree on a collaborative course of action. Differences in opinion on the right thing to do may also create opportunities for alternatives and back up plans. The key is to be respectful of the experiences and successes of the other individuals within the company team, regardless of personal perspectives or personalities. The important thing is to come to consensus on the right course of action, rather than debating which person is right. Being able to distinguish what is right, from who is right, is the mark of a mature organization on the path to success.

You may read this and think that it is right, or you may have another perspective. I respect your opinion. In any case, this may be an opportunity to create some dialogue within your own organization to discuss and collaborate on what is the right course of action for you and your customers. I trust that you will find satisfaction in doing the right thing, with an understanding that the definition of what is right may evolve and adapt over time.

Keep smiling.

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Words of Wisdom

"When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is very probably wrong."- Arthur C. Clarke

"A child becomes an adult when he realizes that he has a right not only to be right but also to be wrong." - Thomas Szasz

"Always do right. This will gratify some people and astonish the rest."- Mark Twain

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Why People Buy

2008-09-22T23:36:00.000-07:00

Selling products or services, it is important to understand why people buy. Marketing, sales, operational infrastructure, and customer service should be crafted with the consumer purchasing perspective.

First, we need to distinguish between why people buy, and why people buy from you. Typically, consumers make a decision to buy, before making the decision on which one to buy, or who will make the sale. Most organizations continually refine the process of studying consumer demographics to understand position in comparison to the competition. In other words, the organizations study why a consumer will buy from them, as opposed to the competition. Design, features, marketing messages, and sales plans are organized to differentiate from the current competition. To take a step ahead of the competition, focus first on the fundamental moment of truth, the point at which the consumer makes the decision that an investment or purchase is worthwhile. Before you can answer the question of "why you", you must first answer the question, "why buy"?

Prestige, Luxury, and Style

Some purchases are based on luxury, style, and prestige. This applies to products from watches to cars, and collectors items to homes. It is easy to see examples of jewelry, watches, and other personal items as purchases based on prestige. Jewelry and watches can be a personal expression of style, achievement, a gift from a loved one, or the result of a special occasion. Some cars are purchased to accommodate a family, or to get better gas mileage. Some cars are purchased to make a statement, to convey status, or as an investment to show credibility and confidence. When the commitment is made to invest in an expensive timepiece, a luxury automobile, or prestigious real estate property, the decision to buy is typically based with this intent, well before there is a decision on who to buy it from.

Quality, Reliability, Durability, or Reputation

The decision to buy based on quality, durability, reliability, or reputation is often preceded by an experience that raises this as a concern. These considerations may also apply in the decision process for items like watches and cars, but typically not for the same consumers. Therefore, it may be necessary to understand the intent of the consumers in the market to which you are selling. While BMW and Mercedes have reputations for quality, reliability, and durability, the 'ultimate driving machine' is recognizably more a statement of luxury performance than a reassurance to avoid roadside assistance.

There is much more focus on durability in the Home Appliance market, for example. The lonely Maytag Repair Man is not trying to convince you that he represents a stylish washing machine, he is reassuring you that his brand is built to last. Once the decision is made to invest in a new washing machine, there are many selections with a wide variety of features. There is opportunity to upgrade for conveniences, for appearance, and for style. However, selections based on appearance are typically made after the consumer has already limited the playing field to a finite number of brands with a reputation for durability. Even the selection of brand is made after the decision that it is necessary to replace a home appliance, typically because the existing item is no longer reliable or must be replaced. Unlike a watch or jewelry, it is not very common for appliances to be replaced as a fashion statement.

Save Time or Money

Sometimes the consumer compelling reason to buy is based on the opportunity to save time or money. This can be just as pertinent to business and commercial sales as it is to individual consumer sales. Saving time, or making more effective use of time, can often be quantified in quality and monetary terms. There is also opportunity to save money by investing in energy conserving devices. Quite often, reducing expense or conserving time are not the catalyst to start the process of thinking about the buying decision, but rather contribute to the timing of the buying cycle. When confronted by a potential need to buy, the opportunity to save time or reduce cost can be compelling motivation to take action.

Sales, Marketing, and the Web

Once you have identified the contributing factors that compel consumers to make a purchase in your market, then it is time to reflect on your message and how you will reach out to those consumers. Your message of 'why people should buy from you', should be framed in the context of this moment of truth, the moment that consumers make the decision to buy. This is a distinctly different direction than beginning your planning based on what you have to offer and want to promote from your own features and benefits. On the contrary, begin with the perspective of that precise moment in time that your prospective consumers flip the mental and emotional switch to relinquish monetary funds for the products or services in your market. What are your customers feeling and thinking about at that precise moment? Your marketing and sales messages should be empathic to that moment of truth, and to those customers. If you are struggling to identify that moment of truth, talk to your current customers and find out why they made a decision to change or buy.

Design your web site to welcome consumers at the moment of truth, and to give them your compelling and empathetic reason to buy. Your messages and images should be based on what the customer is looking for in a provider of goods or services. Your web site is not a place to shout your features to the heavens and hope that customers will be hypnotized by your exotic and unique advantages compared to your competition. On the contrary, if the message on your web site clearly identifies customer needs at the moment of truth, then your competition becomes irrelevant. Use your web site and your marketing materials to identify with your customers and create a relationship through demonstrating awareness, compassion, and commitment to that pivotal moment in the purchase process.

Beyond Sales

It is more than marketing messages, web sites, and sales. The awareness, compassion, and commitment to your clients must resound in every aspect of your organization and delivery. Whether you are providing goods or services, the manner in which support and customer service is delivered to the individual consumer must be consistent with the message conveyed before the sale.

If the message before the sale is based on luxury and prestige, then rest assured that your clients are expecting to be treated with luxury and prestige after the sale. The operational functions and customer service must be designed to deliver exceptional personalized treatment and consideration.

If the message before the sale is based on quality, durability, and reliability, then service after the sale is expected to live up to the same merits. It is inevitable that some products or services may experience unexpected failure or defect. The response to defects in material or workmanship should be as reliable as the product is purported to be, and should mirror the same standards of quality. The quality of customer service has much longer lasting impact on a reputation for customer service than any marketing message or brochure. Quality customer service and operational expertise can be the foundation of a reputation for reliability, and the backbone of integrity with existing and future customers. Reliable service is a compelling reason to buy.

Beyond These Examples

These are just a few examples of compelling reasons that consumers decide to buy. The purchase of services may be predicated on product failure, a convenience to replace personal workload, or a strategic decision to outsource a business function. A business decision to buy may be based on periodic timing to implement changes, end of lease, or financial stimulus. There are many scenarios, but it is important to understand the perspective of your customers and the reasons that they buy. There may be multiple contributing factors, and it may be necessary to prepare several different messages to accommodate the different perspectives. Find the most common reasons that your consumers decide to buy, and then work on your marketing, sales, and customer service delivery to match that moment of truth.

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Words of Wisdom

"Normal is getting dressed in clothes that you buy for work and driving through traffic in a car that you are still paying for - in order to get to the job you need to pay for the clothes and the car, and the house you leave vacant all day so you can afford to live in it."- Ellen Goodman

"There's a whole segment of the population with a mentality that bases good times on where they can go and what they can buy." - Jeff Foxworthy

"Certainly there are things in life that money can't buy, but it's very funny, did you ever try buying them without money?"- Ogden Nash

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Quality Customer Service

2008-09-22T23:33:00.000-07:00

What does it mean to be a Trusted Advocate in Customer Service? To be truly successful in delivering service, it is necessary to understand and support the many collective individuals who are part of the complex chain in delivering customer satisfaction.

As an executive in the service organization of a global manufacturer, it was relatively easy to admit that it would be impossible for me to personally handle every customer complaint or escalation. Even with excellent quality product, the sheer number of consumers and potential for escapes in a well run process were more than any single individual could juggle. Fortunately, the quality of the people in the service organization, and the quality of the service provider network, was commensurate with the renowned quality of the brand. This complete circle of quality relied on integrity, honest communication, and trusted collaboration.

Advocate for the People

Mark Blevins put it best when he said, "service pays for the sins of the past." Service organizations do not design the product, the process, or the promise, but service organizations have to fix the problems when one of those three preceding perspectives fails to perform. Quite often, the problems do not appear until long after the marketing, sales, and revenue are long gone. Service organizations continue to provide solutions for items that the sales and promotion pipeline have long since forgotten. Of course, these problems can not be overlooked. There is a stated or implied commitment to the consumer, there is a relationship with the customer to be maintained and preserved, there is reputation, and there is future business to consider.

It takes a very special kind of person to work in a service organization. Each day is full of commitment to understand and resolve numerous consumer complaints. Typically there is very little warning about what type of issues will escalate, or the perceived severity of each one. Most often, problems carry a considerable amount of emotional baggage. It is difficult, if not impossible, to circumvent the emotional baggage on the route to the root cause of the problem. So, customer service associates have the additional burden of assisting the customer with carrying that baggage until the problem is resolved. It takes a tremendous amount of compassion and patience to be a bellhop for emotional baggage on a daily basis, while simultaneously being a detective to solve the problems with a very limited number of clues. Needless to say, customer service associates can be identified by big hearts, broad shoulders, and an incredible sense of humor.

A primary function for any executive or manager in a customer service organization is to give these associates as much support, understanding, and protection as possible. Sometimes the burden of the emotional baggage may become too great. Sometimes the problem or the resolution may be too elusive. Sometimes the associate just needs a helping hand, or someone to refuel the compassion and patience that they have just spent on customers. Sometimes the group just needs a little protection when the policies that they are trying to defend are not keeping pace with other changes in the environment, and the associates are caught in the current of change. A leader of this group must be an advocate for the people, listening intently to their needs and providing the necessary tools. A true advocate will provide not only tools and empowerment necessary for customer service associates to satisfy the clients, but will also provide tools and empowerment for the customer service associates to develop and achieve personal professional goals as well.

This commitment to advocacy is not limited to management. This advocacy is expected and portrayed in the camaraderie that is displayed within the trenches. As the threats, complaints, and abuse fly overhead like so many misdirected bullets, the customer service associates support and defend one another in the trenches. It is this commitment to one another that gives strength, when the satisfaction of assisting a thankless consumer is sometimes not enough.

Advocate for the Service Provider Network

Beyond the confines of the ivory tower are the people in the field. Many organizations enlist the support of network of authorized service providers, field service agents, or similar representation that is much closer to the actual consumer. This closeness is often face to face with the consumer, and quite often is the only face of the organization that a consumer will ever see in person. These faces may belong to retail or reseller associates, detailers, installers, delivery personnel, or technicians. These individuals have power beyond reckoning, because these are the people who are closest to the consumer and have immediate impact by decision and action. The reputation of the brand, the torch of compassion and competence, is carried in their capable hands.

Just as a manager or leader has responsibility for the welfare of the people in the service organization, so too does the entire service organization have responsibility for the welfare of the field service network. To be a successful service organization, it is necessary to advocate for the service providers. This means providing education, training, information, and assistance to enable the service network to satisfy customers, and it is more than that too. The service organization should also study and learn what the service provider network needs to be successful as independent businesses and individuals. The success of the service organization is intertwined with the success of the field service network and external service providers. If you are in a position to hand off a customer relationship to another entity, then learn everything that you can about what you can do to make your service partner successful. This relationship works both ways, and it relies heavily on honest communication and trusted collaboration. With collaboration, all of the partners can succeed and endeavor to work together for the benefit of the mutual customer.

Acting in partnership with service partners is more than a focus on pay. While reimbursement is an essential element of the interdependency, a relationship as a trusted advocate is based on mutual obligation to understand the goals and requirements of the other. It is very much like the relationship between a manager and employee. While adequate compensation is an expectation, employee satisfaction is not based purely on pay. Employees typically desire a career path, opportunity for personal development, a sense of belonging, and self-worth. Managers typically seek cooperation, creative ideas for improvement, and collaboration. Why should the partnership between a service organization and the field service network be any different? Communication with active listening is crucial to developing trusted collaboration.

Advocate for the Consumer

Whether the role is with the central service organization, or with a service partner, it is necessary to have harmony in the aligned efforts to advocate for the consumer. Designing and developing customer services policies and procedures should be based on information and insight gained from listening to consumers. Gather the feedback and you will learn about competition, industry, environment, expectations, issues, and opportunities. Being truly committed to customers does not necessarily mean that every customer is right, or that every customer can be satisfied. Being obligated to customer satisfaction means listening to each consumer with an open mind, identifying the real issues behind the emotional baggage, and acting accordingly. It also means learning from each experience as an opportunity to repeat or improve performance, working in concert with coworkers and service partners to produce excellence.

The excitement and allure of customer service is that there is no finish line. It is a perpetual race to stay ahead, but it is a race without an end. The delight of one customer provides a spark of enthusiasm that carries us to the next one. The camaraderie in the trenches gives us companionship. The challenge to continually adapt and improve, as the industry and the environment continue to change around us, is like a puzzle that can only be solved temporarily. Everything that we have learned in the past can only prepare us for what we will learn today, and give us fresh ideas for tomorrow. By advocating for one another, and for the mutual clients that we serve, we can savor the sense of achievement in our dedication as each new challenge comes along.

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Words of Wisdom

"Service pays for the sins of the past."- Mark Blevins

"The crisis of yesterday is the joke of tomorrow." - H G Wells

"Everything that we have learned in the past can only prepare us for what we will learn today, and give us fresh ideas for tomorrow."- John Mehrmann

"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." - Margaret Meade

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Get Ahead, Tips for Career Advancement

2008-09-22T23:29:00.000-07:00

What is the magic formula for getting ahead? What can I do to accelerate my career advancement? What should I do to get noticed and promoted? These are common questions, and the secret to unlock potential for career advancement is nearly as common.

A few tips to get ahead:

Apply Yourself

A great idea alone will not succeed as much as a good idea with great effort. Thomas Edison did not invent the light bulb with a single stroke of genius, but rather with consistent applied effort to test, study the results, and try again. Inspiration springs from busy hands and busy minds. Keep challenging yourself, keep applying yourself, and you will amaze yourself.

Some people allow themselves to be limited by accepting lower expectations or making minimal commitments, but not you. You have talent, skill, and experience that make you unique. As you apply your talents, you will learn more about how to use your skills. Like a professional athlete or an artisan, consistently exercising your talents will not exhaust them, but rather make them even better. Surprisingly, the more that you do, the more that you are capable of doing. You do not need to wait to be challenged, or wait for responsibility to be thrust upon you. Rather, set very specific goals for yourself and apply yourself to attain those goals. Every achievement will build more confidence, more excitement, and more desire.

Helpful

If you want to get ahead, hone your personal skills, but keep constant attention on opportunities to help those around you to succeed. It may seem contrary to think that building personal success is predicated on supporting the success of the people around you, but it is a fundamental truth. Some people call it Karma, and some people call it common sense. The way that you treat your peers, your partners, your customers, and your coworkers will all come back to you.

Perhaps you are too pragmatic to believe in Karma. If this is the case, contrast the two potential extremes of your actions as a method to compare the result. If you achieve success by taking advantage of customers, coworkers, partners, and peers, how long would you expect that temporary success to last? If you achieve success by deceiving clients, would you expect them to remain loyal? If you achieve success at the expense of coworkers or peers, would you expect them to continue to give you support, dedication, and cooperation? What would happen to your success if it is at the expense of others?

On the contrary, if you invest your time and effort in the attainment of the aspirations of customers, coworkers, partners, and peers, then what is the result? If you earn a reputation for taking care of customers, could that help you to earn more customers? Will customers be more loyal if they know that you contribute to their success and satisfaction? If you assist coworkers, peers, and partners to succeed, will they be more likely to help you in return? Will successful partners and peers be more able to help you than the ones that are sacrificed for personal benefit? If you make other people more successful, then will it be more beneficial for you to be surrounded by grateful satisfied people? When measured in these simple terms, karma is not so mystical after all.

Ethics

Act with integrity. Regardless of what position you have or what you do, ethical behavior is critical to your personal success. Integrity is built on ethics and is the cornerstone for credibility. If you can be trusted, then your commitments can also be trusted. Customers are reluctant to make purchases, even at discount prices, from an individual or an organization that does not have a reputation for ethical behavior. Why is this so? How can a good price commitment be trusted if the quality, commitment, or integrity of the individual or organization can not be trusted? By contrast, if the individual or organization can be trusted and continually demonstrates a commitment to ethical behavior, then isn't it more likely to have confidence in a good offer? The same logic applies to customer service, finance, and even management.

Ethical behavior is especially important for management. It creates standards and a culture for the rest of the organization. Workers and peers have more confidence and commitment in a leader that demonstrates ethical behavior. In the absence of ethics there is trepidation, fear, and a risk of contagion. The guidelines are established by leadership, good or bad. Leadership can come from anywhere in the organization that ethics are strongly supported, even if it is not demonstrated by management. Ethical leadership is like a bright light, causing unethical behavior to hide in the shadows. Carry a torch of integrity, especially if you are in a management position.

Authentic

Be yourself. You are a one of a kind blend of talent, experience, knowledge, and skills. There is nobody else like you, and nobody else has lived your life. Being authentic requires the integrity to be honest about your talents and feelings, confident enough to share your experience and skills with others, and the dedication to do it daily.

You may discover your personal strengths by watching the success of others, reading a book, attending a class, or in a workshop. It is common to see the actions, and the results of actions, in other people, and to adopt some of those traits in our own lives. If this learning is successful for you to seemingly develop new skills, then you are actually merely discovering something about yourself that had not yet been realized. On the other hand, if the tips and techniques taught by others is not effective for you, then it is not because you are bad student, but rather that the techniques may not be a match for your personal strengths. If some techniques do not work for you, then explore to find new ones that do. In the course of this activity, you will learn more about yourself. How you share your strengths and this knowledge will determine how authentic you are to other. Dare to authentic.

Diligent

You work hard. You get tired. You want a break. That's fine, you deserve to take a break, but that does not mean that you take a break from being diligent.

Daily diligence means a focus on the seemingly little things that contribute to the overall success. Diligence requires dedication and attention to detail. It requires concentrated effort in the direction of specific goals. Diligence does not mean that you never take a break, but it does mean that your efforts are truly meaningful, directed, and have attention to detail. It means follow-up, and not merely assuming that everything will work out in the end. It means giving your full effort, even when you think that other people are not working as hard or seem to have given up. Diligence is the drive that keeps you going, even when the motivation in your tank is running low.

Tips for Career Advancement

Advancing your career is not merely defined by betting a promotion. Creating opportunity for career advancement is the result of continually developing your personal skills, supporting the success of others and your organization. In the process of developing your personal strengths and habits, you will discover career choices that can maximize and leverage your talents. In supporting others, you may unlock new opportunities to expand your horizons, or propel your personal advancement. These things are byproducts of the process, but should not be the focus of your efforts. If you focus on the process of continual improvement, success will naturally follow.

Apply yourself, be Helpful, Ethical, Authentic, and Diligent.

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Words of Wisdom

"Common sense is not no common."- Voltaire

"He who labors diligently need never despair; for all things are accomplished by diligence and labor." - Menander

"If you are not open to advice, then you are breathing your own exhaust."- Dan Tafel

"Few things are impossible to diligence and skill. Great works are performed not by strength, but perseverance."- Samuel Johnson

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Year of the Customer

2008-09-22T23:24:00.000-07:00

The rules have changed. The Internet has made it easier, faster, and more convenient for consumers to compare prices, quality, features, and previous customer experiences. With a suddenly level playing field for brand comparison of commodities, what is the new differentiation? Trust, confidence, and relationships the new differentiation. How well you connect with customers in marketing, sales, and customer service excellence are the essence of success.

Relationships are most important at either end of the spectrum, high price luxury, and low cost commodity. Most organizations rapidly acknowledge the importance of relationships for high price luxury items. There is an expectation that customers who pay more will receive a better customer service experience. It is expected that marketing and sales efforts will be more selective and personalized for the discerning consumers who are willing to pay a premium for a product or service. It is assumed that the relationship is part of the total package and price of purchase. So why is it so important to focus on relationships at the low cost end of the spectrum?

A consumer electronics manufacturer conducted a survey of existing customers to gather statistical information. When the results were returned, the manufacturer discarded the initial results as unbelievable and inaccurate. The survey was modified and conducted again, but the results were the same. After the third set of results were calculated, the customer opinion could not be denied. According to the customer survey results, nearly 65% of consumers who purchased the most expensive televisions indicated that price was more important than features in determining which product to buy. At the high end of the price spectrum, where product cost the most and the gap in prices was most significant, the most significant consumer buying decision was based on price and the perceived anticipated support associated with that price tag. By contrast, 78% of consumers who purchased the low priced commodity products indicated that features and anticipated support were more important than the price. Once the average selling price eroded to commodity level, the variation in price became less significant, and the importance of value became increasingly important to the consumers. The value of relationship and support was assumed with the premium price tag, but became the primary differentiation as the prices eroded and variation in cost decreased. How often to organizations mistakenly believe that relationships mean less to the consumers who invest in lower cost commodity items?

The value of a relationship is just as important when prices erode. Perhaps this is due to the phenomenon that relationship marketing, relation ships in sales, and relationships in customer service become less evident as the price diminishes. Simply being the lowest cost commodity is not enough, and it certainly is rarely a strategy to protect profitability. To preserve profitability and combat competition, develop and sustain relationships with your most loyal customers, not the most expensive ones. Expensive customers are those consumers that cost the organization the most money that is not offset by equivalent revenue. Demonstrating appreciation and reinforcing customer relationships does not require a significant monetary investment, but it does require a significant investment in integrity, honesty, and commitment.

There is a distinct difference between loyal customers and consumers willing to pay a premium price. It is not safe to assume that a consumer who pays more is also more likely to be a repeat customer. Technology, style, fads, and limited time discounts can play a significant role in the decision making process for consumers who are willing to pay premium prices. Loyalty exists in consumers who are willing to make repeated purchases, ignoring or distrusting the competition, and continually investing in your products or services. Loyal customers create repeatable business, and typically influence other individuals to try your brand. Loyal customers can be found at premium prices, and at rock bottom commodities, if a relationship is established with the consumer.

How can you influence loyalty and create the opportunity for your customers to bring friends, family, and peers flocking to your doors? It is all about establishing and maintaining relationships through communication, and acting with authenticity as a trusted advocate. Marketing relationships, sales relationships, and customer service relationships are the keys to sustainable growth. Measure the cost to acquire a new customer compared to the cost of keeping an existing one. Identify the financial value of a repeat customer, especially one that remains loyal for a lifetime of purchases.

2008 is the Year if the Customer

2008 has been cited as the year of the customer according to the third annual New York Stock Exchange CEO Report. With this in mind, it appears essential for companies to take focusing on and utilizing customer-related metrics seriously. The following statistics illustrate the current state of attention.

2/3 of the 140 business executives and marketing professionals surveyed, include metrics in marketing plans
only 8% track or measure share-of-wallet
less than 10% measure customer lifetime value, customer advocacy or customer tenure
78% track leads to conversion, but only 25% track and measure rate of customer acquisition
only 25% measure marketing's impact on business goals.

--VisionEdge Marketing/CustomerTHINK

Recognizing the importance of relationships is the first step to success. This is not a new paradigm shift, but it is merely a fundamental truth has become more evident with the increased consumer awareness available through Google, Yahoo, MSN, Blogs, and social media. The importance of relationships to sustain loyal customers and repeatable sales is a reality that has existed as long as sales and customer service have been around. The difference is that the value of the relationships can now be communicated, quantified and measured more rapidly than ever before.

The second step after recognition and acceptance is to create the metrics to measure the business on acquisition, conversion, loyalty, and advocacy.

Once metrics have been established, create strategies for developing Relationship Marketing, Relationship Sales, and Relationship Customer Service for advocacy, loyalty, and sustained profitable growth.

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Words of Wisdom

"Assumptions are the termites of relationships."- Henry Winkler

"Relationships of trust depend on our willingness to look not only to our own interests, but also the interests of others." - Peter Farquharson

"Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality."- Peter Drucker

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Read why marketers must really tap into customer metrics.
http://www.customerthink.com/article/marketers_must_tap_year_customer

New Crime Warnings

2008-09-15T00:02:00.000-07:00

With the evolution of society comes the evolution of crime. Items that were overlooked, discarded, scrap, or trash have increased in value so much that these items have become hot commodities for thieves. What you are throwing away could very well be valuable enough for someone to steal.

Copper

Due to global demand in electronics manufacturing and construction, copper prices continue to defy the laws of gravity and are selling at record high prices. Collection and recycling centers are paying increasingly higher prices per pound for copper, and this has incentivized a new breed of crooks to prowl for the precious metal.

Copper theft happens under the cover of darkness, and in broad daylight. Thieves are taking copper from cell phone towers, baseball field lights, and stealing huge spools of copper wire from utility company grounds. Security guards are posted at many construction sites, due to the propensity for some robbers to illegally abscond with copper wire from commercial and home building sites. There have even been reports of individuals returning home from a day at work, only to discover that a mysterious lack of water pressure was due to missing copper pipes that were cut out and removed from the crawl spaces beneath their homes.

Industrious robbers have been so bold as to take massive sculptures from public parks under the cover of darkness, and desperate enough to steal the copper plaques from gravestones. In spite of the bold maneuvers of these thieves, it can be a challenge for law enforcement in some areas to adjust to the new wave of criminals. Proving the illicit activity of a copper robber can be a tricky task for a cop. Some bungling thieves have short-circuited the legal system and suffered immediate consequences by electrocuting themselves in the process of attempting to steal live copper wires.

Beer Kegs

For years, the biggest concern for beer kegs was monitoring the drinking age of the consumer. That was until the word got out that the stainless steel kegs are valuable empty, as well as full. Thieves are taking the empty kegs from alleyways behind bars and breweries, or looting the empty kegs from under the unsuspecting noses of inebriated collegiate revelers. The price paid for stainless steel scrap has more than doubled in the last five years, and with demand rising for the metal, it is expected that this trend will continue.

Catalytic Converters

When was the last time that you went shopping for jewelry and noticed the comparative price for platinum? When an album goes platinum, it is cause for celebration. However, when the catalytic converter is stolen from your car in the middle of the night, it is cause for alarm. Catalytic converters contain between three to seven grams of the precious metal that trades at over US $1,471.50 per ounce. As awareness has increased of this rolling goldmine of platinum, so has the rate of theft.

Reports of stolen catalytic converters has gradually reached epidemic proportions, but has managed to avoid making front page headlines. Perhaps the lack of public awareness is due to the fact that many of the defenseless victims had the catalytic converters stolen from their cars while parked at the same party at which the kegs were stolen? This could explain the difficulty in obtaining consistent descriptions of the criminals and the scene of the crime. Some people might suspect that there would be some method for identifying and capturing a suspect that has a pick-up truck loaded with empty kegs, catalytic converters, large copper statues and gravestone plaques. Then again, this does sound like a typical night on campus.

Manhole Covers

This is not an urban myth. Manhole covers have become such a coveted item for trade-in value that many streets have become littered with unsafe gaping holes. According to the New York Times description of the situation in Philadelphia, "thieves have so thoroughly stripped the neighborhoods on the city's north and southwest sides that some blocks look like slalom courses, dotted with orange cones to warn drivers and pedestrians of gaping holes, some nearly 30 feet deep." The New York Times reports, "More than 2,500 covers and grates have disappeared in the past year, up from an annual average of about 100."

For the citizens of Philadelphia, the theft of manhole covers is no laughing matter. The criminals are not deterred by the changing of the seasons. A slalom course of roads pitted with thirty foot holes is dangerous enough in daylight, but how much worse will this situation become with snow and ice? It is not only dangerous for the unsuspecting driver, but also for every other vehicle that may be beside or behind the unfortunate family that is first into the scene of the crime.

Restaurant Grease

Processed fryer oil is called yellow grease, and is traded on the commodities market. It is a form of biodiesel fuel that can be used in some cars and trucks. As the prices of gas and ethanol have risen dramatically, so has the value of yellow grease. From 2000 to 2008, the price of processed fryer oil increased on the commodities trading market from 7 cents per pound to 33 cents per pound, which is nearly US $2.50 a gallon.

Yes, it's true. That grease that is used to cook your French Fries is also a lower cost alternative to the stuff that you are probably pumping into the tank of your automobile. As oil prices continue to increase relentlessly, so does the price of yellow grease, and the gas that fills your tank.

A New Economic Engine

With so much attention on sustainability, environmental protection, electronic waste, and compliance, society has made tremendous strides to protect mother earth. In the process of reusing precious metals to alleviate the depletion of natural resources, and avoid dumping toxic waste into landfills and water supplies, we have created a rapid new marketplace for those items that were formerly regarding as scrap, waste, or trash. That is the good news, that your trash really is someone else's treasure. The bad news is that some unsavory individuals want to take that treasure with inappropriate means. It is a situation that will continue to escalate and aggravate society until proper controls are created to monitor and manage the buying, selling, and trading of metals, materials, and even grease.

The proper response to this situation is not to create costly and unenforceable regulations, but rather to embrace this new economic engine with appropriate guidelines and traceable transactions. There are millions of dollars exchanged in the processing of electronic waste, scrap, and metals. There is an enormous river of currency that flows like an aqueduct under the foundations of society, with almost no notice except for the thirty foot holes that open in front of our very eyes. The days of treating reusable materials as inconsequential garbage have passed and are buried in an unmarked grave, because someone stole the copper plaque. There is a new resource in renewable materials, and an evolving marketplace that demands our attention. In the process of being environmentally conscious, we have created a new source for sustainable green dollars in the economy. As the price for new resources continues to grow, so does the demand for the old.

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Words of Wisdom

"You are a product of your environment. So choose the environment that will best develop you toward your objective. Analyze your life in terms of its environment. Are the things around you helping you toward success - or are they holding you back?"- Clement Stone

"Engineering is the professional and systematic application of science to the efficient utilization of natural resources to produce wealth."- T. J. Hoover and J. C. L. Fish - 1941

"Engineering is the professional art of applying science to the optimum conversion of natural resources to the benefit of man."- Ralph J. Smith

"The engineer is the key figure in the material progress of the world. It is his engineering that makes a reality of the potential value of science by translating scientific knowledge into tools, resources, energy and labor to bring them into the service of man ... To make contributions of this kind the engineer requires the imagination to visualize the needs of society and to appreciate what is possible as well as the technological and broad social age understanding to bring his vision to reality."- Sir Eric Ashby

"Engineers participate in the activities which make the resources of nature available in a form beneficial to man and provide systems which will perform optimally and economically."- L. M. K. Boelter - 1957

"Engineering is the professional and systematic application of activities for translating scientific knowledge to achieve optimum conversion of natural resources for the benefit of man, wealth, society, and economy. Engineers are incredibly effective at reusing knowledge, but are not very creative at redefining themselves."- Ralph Abramo - 2008

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The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

The Teacher and the Vase

2008-09-08T21:49:00.000-07:00

We are never too late to thank our teachers, and never too old to learn from children.

Wide eyes stared with rapt anticipation as the teacher strolled between the rows of desks. The teacher carried a stack of construction paper in her arms, handing a single sheet of fresh clean paper to each child as she gracefully made her way around the classroom. As the paper landed on the desk in front of each child, little hands eagerly selected a preferred color of crayon and hovered over the paper, awaiting the first instruction. The children hunched over their desks, leaning forward in their seats as if they were in starting blocks and waiting for the sound of the gun to start the race.

As the last page fluttered effortlessly to the settle on the small wooden desk, the entire room seemed to take a breath as one. The teacher walked to the front of the room, cradling the remaining paper in her arms. She paused for a moment to stare into the eyes of the expectant children, drinking deeply of the warmth and enthusiasm in the anticipating gazes.

"After you have completed your art project," started the teacher. She paused for dramatic effect, to assure that she had the complete and undivided attention of everyone in the room. "After you have completed your art project, then you can go out to the playground. You will hand in your drawings to me, and then you may walk quietly outside. You must stay in the playground until everyone has finished. Is that understood?"

The children rose up in their chairs and nodded their heads enthusiastically. Some smiled and looked at one another. Others stole glimpses out the window, already making plans for the type of games that they would play in the sunshine.

The teacher explained the project, "I want each of you to draw a picture of a vase that represents your family. I want you to think about your family. Then, I want you to draw a picture of a vase that you think your family would like."

The teacher walked to her desk at the front of the room. She put down the stack of papers, and picked up a vase from the top of her desk. She had brought the vase from her home and filled it with fresh flowers that very morning. Holding the vase aloft, she walked to the center of the room. "This is my vase," explained the teacher. "I like to keep it on my table at home, because I like the beautiful smell of flowers that fills my house. What kind of vase makes you think of your home?"

"Draw a picture of a vase that reminds you of your home. We will put them up on the walls, so you will always have something beautiful in here that will remind you of your home. When you are done, bring your artwork up to me, and then you can go outside." Placing the vase back on her own desk, the teacher reminded the class, "Don't rush too quickly. Remember that we are going to put your vase on the wall for everyone to see. You may begin."

The room was filled with the soft sounds of crayons on paper, little feet shuffling on the floor, and an occasional thoughtful humming sound from one of the students. It was a symphony of movement. Small fingers traced outlines with careful precision, and swept back-and-forth to fill the designs with color. Pages would be lifted, turned, and inspected from different angles to perfect flowers, stems, leaves, and the intricate designs that adorned the carefully crafted images.

One by one, as each child finished, the pages were carefully carried to the front of the room. Each child waited eagerly for the confirmation, radiant smile, and compliments of the teacher. Not a single child was disappointed. The teacher accepted each project as if it were a priceless gift. The teacher shared a personal comment and excitement with each child, identifying something unique and individual about each vase and assortment of flowers. Some of the vases had images of people, like urns that had been adorned with images of Greek Gods. Other vases contained intricate patterns, as if inspired by Easter Eggs. For some of the children, the vase was small and indistinguishable amid the bountiful flowers that filled the page. Each project was unique, and each was beautiful.

The room emptied except for one child who toiled in silence. The little hands did not sweep across the page in a glorious burst of colors, but rather traced shadows of lines with diligence and care. Every once in a while, the child would rest his head on one hand, as he studied the page and contemplated the next move of the crayon.

As the minutes slowly passed, the child became gradually aware that he was the only person remaining in the room with the teacher. He put down the crayon and picked up the page. He stared at the vase for a few moments, as if contemplating to bring it up, or to continue working on it. After much deliberation, the child shuffled to the front of the room and placed the page in the hands of his teacher.

The teacher was eager to see the outcome of this studious and thoughtful work of the student. Thinking that this would be the most stunningly beautiful drawing, she had imagined the things that she could say to reward the inspiration of the young artist. But when the page was in her hands, she stared quietly in confused silence.

"You don't like it," said the child in unmasked disappointment.

"Of course I like it," rebuked the teacher. "I love it."

"Your vase is absolutely beautiful," exclaimed the teacher. "Did you want to draw some flowers in it, too?"

"It won't hold any water," replied the child wistfully.

The teacher thought about this and laughed a little. "Of course it will not hold real water. It is only a drawing," she said.

"My vase cannot hold water, because it is cracked," explained the little boy. Wide brown eyes met the teacher's gaze. She followed his finger to trace the carefully drawn fissures that nearly split the vase in two.

"My parents argue all the time," continued the little boy. "I know that it is not my fault, but our vase if broken. As long as it is broken, we cannot put the beautiful flowers in it, because they will die."

The teacher stared in stunned silence at the image in her hands. She wanted to reach out and pick up the child in her embrace, and to tell him that everything would be alright, but the gesture would feel inadequate in comparison to the deep thought that had gone into this drawing. Despite the emotional surge, the teacher knew that she had to respond appropriately to the precious gift in her hands.

"I have an idea," said the teacher, carefully selecting an assortment of yellow, orange, and brightly colored crayons. "Can you add a candle inside your vase?"

The little boy turned his big brown eyes back to the eyes of the teacher. He could not disguise his confusion and interest.

The teacher continued, "The candle will illuminate the cracks in the vase, so you can see them better. When you can see the cracks clearly, then you will know what you need to do about them. In the meantime, the candle will shine its light through the cracks, and it will fill the vase with warmth. It does not have to be full of flowers to be beautiful in some other special way."

The little boy thought about what the teacher said, and a smile lit up his face. With a twinkle in his eye, the little boy excitedly collected the vibrant colored crayons from his teacher and raced back to his desk. He stared at the page carefully, contemplating his new approach to this project, and then worked furiously to illuminate even the farthest edges of the paper.

As the child deposited the revised page in the hands of his teacher, he did not wait for her comments. Rather, he reached up placed his arms around the neck of his teacher, and gave her the most gentle of hugs. Then he raced out the door to join his fellow students on the playground.

As promised, the artwork was diligently posted around the classroom. The drawings of flowers adorned the walls, but the teacher kept one particular drawing closest to her own desk. Sometimes, after the children had gone home for the day and the classroom was quiet, she would stare at that picture and reflect on the insight of the little boy. She wondered what she would say to the parents when the time came for them to visit the classroom, as would inevitably occur. It did not take long.

As the teacher walked into the classroom, she saw the little boy standing in-between his parents, pointing at his artwork on the wall. She was stunned. She had often thought about how she would address his parents, and how she would explain the only empty vase. Looking at the expression on the faces of the adults, she knew that she would not have to explain, for the little boy had already done it. One of the most powerful gifts of children is the ability to be unashamedly honest. Although the cracked vase was never specifically mentioned, the conversation had the uncomfortable thin veil of politeness that concealed the deeper thoughts which remained largely unspoken between the adults.

One afternoon a few days later, after all of the children had left for the day, the teacher once again let her mind and her eyes wander to the drawing of the cracked vase. She immediately noticed something wrong with the picture, and leaned over to get a closer look. Someone had colored in the bottom of the crack. It was very subtle. In fact, it had hardly changed at all, but she had stared at the picture so often that she could tell even the slightest change. Surely, someone had snuck into the room and colored the bottom of the crack.

The teacher hoped that the little boy would not notice the act of vandalism. She carefully raised the picture a little higher on the wall, in an effort to keep it out of reach from any further abuse. Then she made it a point in her routine schedule to check on the vase every single day. To her amazement, someone continued to color-in the crack. It was never very much, just a little alteration every couple of days, but she could see the difference. The crack was slowly being filled.

After several more days had passed, the teacher made a concerted effort to discover the person who was gradually altering this artwork. She had watched carefully in the morning and afternoons, but had been unable to catch the vandal at work. She decided to check on the room during the playground break, and was amazed to discover the same little boy as he walked quietly and diligently to his desk in the classroom. He carefully selected a handful of crayons, and then pulled the teacher's chair up against the wall beneath his drawing. Concentrating and gently biting on the tip of his tongue, he colored in the last of the fissure at the top of the vase. Then, he pulled out a green crayon and drew a long stem from the top of the vase, a stem that nearly reached the top of the paper. At the top of that long stem, he began to lovingly create soft orange and yellow petals. The boy completed his task without a word or a glance to either side. He was completely absorbed in his loving craft.

The little boy put the crayons back in his desk, put the chair back at the teacher's desk, and walked toward the door. "Thank you for letting me use your chair, I could not get there on my own," said the little boy. "How do you like my sunflower?"

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Words of Wisdom

"I have learnt silence from the talkative, toleration from the intolerant, and kindness from the unkind; yet strange, I am ungrateful to these teachers."- Kahlil Gibran

"The true aim of everyone who aspires to be a teacher should be, not to impart his own opinions, but to kindle minds."- Frederick William Robertson

"An understanding heart is everything in a teacher, and cannot be esteemed highly enough. One looks back with appreciation to the brilliant teachers, but with gratitude to those who touched our human feeling. The curriculum is so much necessary raw material, but warmth is the vital element for the growing plant and for the soul of the child."- Carl Jung

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The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Secret to Successful Sales

2008-09-05T00:20:00.000-07:00

What is the secret for successful sales? Is it low cost? Is it a famous brand name? Is the secret to successful sales to have the most features, at the best price, with the best quality or performance, before the competition? The secret to successful sales may surprise you.

The secret to successful sales is not the lowest price, the most features, the best quality, best performance, or to be ahead of the competition.

The first ingredient to successful sales is trust.

Establishing trust is the most important element of successful sales. Without trust, how can the customer believe that you will deliver on the promise of a low price, best features, quality, or performance. The offer of a low price may be based on sacrificing quality or performance? The lure of advanced features may introduce unexpected defects, may be difficult to use, or may not be compatible with other devices. What good are the great features if they cannot be used? What happens to trust if there is a low cost in the beginning, followed by constant expenses to correct, upgrade, or fix problems in the product, software, process, or service? Deception and misrepresentation erode confidence, destroy trust, and create a barrier to sustainable sales.

If you cannot be trusted, then nothing that you offer has any real value. That is a powerful statement, and an important realization. If you cannot be trusted, then your promises cannot be believed. Promises may be in the form of commitments, pamphlets, brochures, presentations, and marketing materials. It is important to establish credibility and authenticity in marketing messaging as a basis for any and all marketing materials. If the origin of the communication is untrustworthy, then the oracle emitting the commitment is indistinguishable from the cacophony erupting from any other orifice. Trust and confidence must be established in marketing, and through the sales cycle, if it is to be believed in a contract.

How can you establish trust?

The first step to establish trust is to know what you have to offer. This applies to products, people, processes, software, and services. Whatever is offered by you, or your organization, must be clearly and precisely defined. It is quite likely that there are many benefits available from the product, process, or people. To be accurate and effective, identify the specific benefits from the perspective of your customers. Put aside the contemporary marketing idealism of creating benefit statements to justify purported benefits to justify differences, and focus with precision on the real value as identified through the eyes of your clients. Look inside yourself for a unique blend of talent, experience, and knowledge that can be contributed to support the goals and interests of your clients. Use your skills and expertise to make your clients successful, and you will be amazed at how successful that you will become in the process. Communicate the value of your offering with the same integrity that you would communicate your personal value. You have to be honest with yourself before you can be honest with anyone else.

The importance of being earnest is that you must be truly dedicated to the welfare of your customers. This not only means investing your personal expertise with the intent to support the success of your customers, but it also means the capacity to be honest when it is difficult to do so. Typically, the most difficult time to be honest with your customers is when you need to deliver news about an error, a failure, an accident, or a failure to perform according to expectation. It is important to be honest in communicating mistakes. If you can be trusted to acknowledge accidents, then accomplishments are that much more believable.

The ability to communicate honestly and effectively after the sale is just as important as the ability to acknowledge risk before the sale. Acknowledge risk, the identify countermeasures and preventative measures to demonstrate your commitment to be a trusted advocate for your customers.

Some customers will not appreciate your integrity. Trust is not important to all customers, but it is important to the loyal ones. Some customers will make a decision based purely on price, with no respect to the importance of integrity or credibility. The customers who purchase from your competitor based purely on price will also be swayed by changes in price, which means that there is no loyalty to the competition either. To focus pursuit and acquisition of customers exclusively on price is to risk the sacrifice of profit, and to disrespect the customers who value loyalty. While it is necessary to be priced competitively, keep a healthy focus on investments in loyalty and integrity as the foundation for sustaining business. To live by the discount is to die by the discount, but mutual loyalty with customers can sustain and survive through even the most challenging circumstances.

Earn a reputation for being trustworthy with your communications and your actions. Demonstrate your commitment, and it will reinforce credibility. Focus on the success of your customers, and many of them will return the dedication with loyalty and referrals. Build a personal brand based on authenticity and integrity. Cultivate honesty and trust in the organization, and you will be amazed at how much easier it is to grow future sales with loyal customers.

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Words of Wisdom

"Let me tell you the secret that has led me to my goal. My strength lies solely in my tenacity."- Louis Pasteur

"The secret of joy in work is contained in one word - excellence. To know how to do something well is to enjoy it." - Pearl Buck

"The true secret of giving advice is, after you have honestly given it, to be perfectly indifferent whether it is taken or not, and never persist in trying to set people right."- Hannah Whitall Smith

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

Namastrategy

2008-09-05T00:18:00.000-07:00

Namastrategy (noun) is derived from the words Namaste (Sanskrit), and Strategy (Greek). It is a long term plan of action, and a method of winning, that is based on respect and recognition for the value of partners and clients, in acquisition, merger, expansion, and diversification.

- Namaste (noun) is an Indian greeting as well as a gesture, indicating deep respect, often intended as recognition of the common divinity within another person. The same hands folded gesture is made wordlessly upon departure.

- Strategy (noun) is a Greek work that derives from the words stratos (army) and ago (leading). It is a careful long term plan of action or method designed to achieve a particular goal, most often "winning". Strategy is differentiated are used to make problems easier to understand and solve. Strategy is about choice, which affects outcomes.

How quickly trends change in global capitalism. For a decade the mantra was a concern about losing US technology jobs to overseas outsourcing. The debate centered primarily on the value to consumers for low cost timely services in exchange for the perceived loss of jobs in the US. The predominant argument was related to the loss of jobs for Americans, as enterprising corporations took advantage of the lower cost of personnel in other countries. The decline of the US currency has created an even playing field, and in some cases it is less expensive to hire US employees than to pay for the same expertise overseas. As currency and global exchange continue to move toward balance, the real driving force will be pure business. The global economy is adjusting and balancing itself at a much more rapid pace than ever before, and it is gaining speed.

Is this really a new trend, or is it just another highly publicized manifestation of trends that have existed for generations? Previously, a much publicized shift occurred in the 70's and 80's as automobile manufacturing plants grew in Japan, and closed in Detroit. The once dramatic battle for domestic manufacturing dominance made a u-turn when Toyota began manufacturing quality automobiles in Kentucky. The Mitsubishi Motors manufacturing plant is located in Illinois, and the Nissan motor manufacturing plant is located in Tennessee. These companies discovered the advantages of local just in time manufacturing, with local suppliers, to avoid the tremendous logistics costs of moving materials and automobiles between continents. The financing, marketing, distribution, and other business segments of the operations likewise took advantage of local geographic presence in the US, and in Europe.

Similar trends occurred with the transition of consumer electronics. The very names of the brands are a telling tale of the trend. The generation of RCA and Zenith, was replaced by the generation of Sony, Hitachi, and Toshiba. The subsequent generation of consumer electronics manufacturing did little to change the brand names, but the factories moved to China, Taiwan, Philippines, and Korea. Another generation is emerging, one that is even less sensitive to brand names, but even more aware of the global economy. Domestic borders have less consequence to consumer demand than cost, quality, and availability. Each subsequent generation of manufacturing is more fluid and responsive than the previous generation. Each generation is more aware of supply chain, environment, market fluctuations, and consumer trends.

Are we really that much different than the time of the Roman Empire? As the Roman empire expanded, it frequently met resistance from local tribes. Although the upper classes of the conquered areas usually adjusted to the Roman way of life, the majority of the conquered population continued to live as they did before the Romans came to power. As a result, a mixture of Roman and native cultures coexisted easily in many regions. As the empire advanced, it assimilated technologies and theologies from nearly every region. As the empire expanded, it introduced the accumulation of acquired technologies to the people of the conquered lands. Roads, arches, water and waste management were improved, but not without some sacrifice. Many generations later, as communication, transportation, and technology continue to evolve, global information, education, and interaction is advancing at incredibly accelerating speed, and without the assistance of invading legions.

Successful modern expansion also requires assimilation and integration. Even as global economics and capitalism create a common marketplace, by contrast, cultural individualism has become increasingly diverse. Groups, communities, and individualism are no longer restrained to domestic or geographic demographics. MySpace, iTunes, social media, and social networking have created powerful communities and amazing forms of individual expression. As manufacturing and logistics must cope with globalization, so sales and marketing must cope with fluid social diversity and individualism. The market is much more dynamic than ever before, and this is just the beginning of the trend.

So, who is advancing effectively? Surprisingly, the culture that is adapting to the universal diversity of individualism is one that has, for thousands of years, honored the spirit in you which is also within me. As defined by Mahatma Gandhi, in India, when people meet and part they often say, Namaste, which means, "I honor the place within you where the entire universe resides. I honor the place within you of love, light, truth, and peace. I honor the place within you, where, when you are in that place in you, and I am in that place in me, we are one." The Roman Empire assimilated portions of the local regional cultures, technologies, and trends, as it conquered and controlled new lands. Likewise, the culture of India is to acknowledge, embrace, and pay homage to the common divinity of each unique being. As India's economy and business expands beyond it's borders, it does not conquer, but rather embraces and enables partners and clients, respecting and protecting individual capabilities, while gently blending the strengths of each individual for the benefit of the collective good. In this example, the individual could be representative of a person, a region, a company, or an industry. Namastrategy pays homage to the divinity of the individual, organization, or region, even as it integrates diverse and dependant resources for collective benefit.

Bangalore based Wipro is evaluating several regions in the United Kingdom to employ 500 people, in addition to the 300 employed at the facility in Reading, England. This trend of hiring and expanding in local markets is sometimes referred to as 'reverse off-shoring', which would presume that the jobs would otherwise have been outsourced to another country. However, the move is really just another form of namastrategy. In exchange for bringing more local jobs to the United Kingdom, Wipro will enjoy government tax incentives linked to the jobs that they create, and they will have the added benefit of being an integral part of the local community. "We want a center where the general profile of the young girls and boys graduating there is of a nature where they would like to work in that area, they have family roots in that area, they come from a background which is comfortable in that area, and don't necessarily want to migrate to the larger cities." said Azim Premj, chairman of Wipro.

Consulting services represent just under 5% of Wipro's $3.4 billion annual revenue, but the goal is to increase that amount to 15% of the annual revenue over the next five years. To accomplish this objective, Wipro is also committed to increase the number of local staff members in each region. Of the total 88,000 workforce, Wipro currently employs about 6,500 staff in Europe, including the United Kingdom. Wipro recently set up facilities to support US customers in Troy, Michigan and Atlanta, Georgia. When asked if onshore expansion and local recruitment at local western salary levels would increase cost and decrease the company profit margins, the chairman of Wipro was quick to point out that local billing would be commensurate for maintaining local employees. "The billing rates are completely different. They are much higher. So the profit per person you get from consultancy, if it's well run, is higher than the profit per person which you get from the other businesses in the rest of Wipro Technologies."

In many cases the global expansion is achieved by acquisition. In 2006, HTMT Global Solutions acquired AFFINA - The Customer Relations Company, a leading provider of inbound contact center services. HTMT is one of India's premier customer solution providers, offering a wide range of contact center services, and business process outsourcing, to customized IT solutions. Based in Bangalore, HTMT is rated among the Top 5 Best Employers in the industry (Dataquest - IDC). How did HTMT demonstrate this reputation as Top 5 Best Employer when it acquired the Peoria, IL based AFFINA? Rather than redirect the calls to an offshore center, HTMT infused financial and personal interest to empower the Peoria based AFFINA operations. The astounding results can be measured in profound profit increases for both companies, enhanced capabilities, integrated expansion in US and overseas, and the inspired dedication of the workforce in all geographies. "AFFINA is a strategic fit into HTMT's global vision. Through it's experienced management team, diverse skills, and wide-spread network of delivery centers, HTMT is now poised to ramp up its operations in the growing American market. This will be a happy marriage of domain expertise, CRM capabilities and management skills," said Mr. Partha Sarkar, CEO, HTMT.

In the last five years, Tata Group has expanded it's influence from India into the global market by acquiring a diverse portfolio of businesses. In keeping with a proven trend, the Tata Group often maintains the prestigious brand name, brings resources to a beleaguered organization, embraces the existing employees, and invests in the local market for stunning success. Since 2003, the Tata Group has bought the truck unit of South Korea's Daewoo Motors, a stake in one of Indonesia's biggest coal mines, and steel mills in Singapore, Thailand, and Vietnam. By acquiring the Dutch-British steel giant, Corus Group, Tata Steel secured access to automakers across the US and Europe, immediately propelling the capacity fivefold, with mills in Pennsylvania and Ohio.

The strategic acquisitions of Daewoo, steel mills in Singapore, Thailand, Vietnam, Europe, Pennsylvania, and Ohio, were all precursors to the announcement of Tata Group's acquisition of Jaguar, and Land Rover. In a landmark deal worth $2.3 billion, the India steel and motor company has become a marquee name in luxury automobiles. With unparalleled infrastructure for steel and production, the company is poised to polish the slightly tarnished reputation of the proud brands. As many as 40,000 jobs in the United Kingdom, mainly suppliers, depend on the Jaguar and Land Rover brands, as well as 16,000 direct employees. Tata Motors executives have expressed commitments to preserve jobs, and grow the business. "We have sought to keep management in place after we acquire a company," Ratan Tata, chairman of Tata Motors said. "We pride ourselves on our ability to motivate management's plans."

In 2000, Tata Tea took over one of the United Kingdom's biggest tea brands, Tetley Tea. To this day, no Tetley Tea directors or senior management have been asked to leave. On the contrary, Tata sent managers to work for Tetley in the UK, and to learn about tea buying, branding, and exporting into new markets. Tata has continued to invest in Tetley Tea, and enabled Tetley Tea to expand into new markets, including Pakistan and Bangladesh. "Experts say you have to slash, burn, cut, and we have not. People might say that it is foolish," says R.K. Krishna Kumar, president and managing director of Tata Tea. "Sometimes acquisitions should have an equivalent impact on the acquiring company."

How does Tata Group use this global expansion to fuel the development of economy and infrastructure in other regions of the world? In January, Tata Motors announced plans to build the Nano, a $2,500 "people's car". The inexpensive Nano was inspired by witnessing entire families being dangerously transported on motor scooters, a very common sight in developing countries. The goal is to introduce a vehicle so inexpensive that it will enable even economically challenged geographies to provide safe transportation for the entire family. The Nano resides at the absolute polar opposite end of the spectrum of luxury automobiles, but it may give some additional satisfaction to owners of Jaguars that, when they slip into an automobile that defines luxury, they are preserving jobs in the United Kingdom, and contributing to preserve lives in developing countries with safer modes of transportation.

Can it really be that good corporate citizenship is also good business? ZSL Inc certainly believes so. With headquarters in Chennai, India, and US headquarters in Edison, New Jersey, ZSL Inc has demonstrated phenomenal growth through expansion, acquisition, and diversification of the portfolio of offerings. However, the executives would tell you that the formula for success in much simpler than that. The executives would tell you that sustainable growth is achieved through loyalty, enabling clients, actively contributing to the community, and empowering partners. Growing the success of clients is the means of naturally growing success for ZSL. The current client base includes small and medium sized companies across a broad range of verticals, as well as respected leaders in Finance & Banking, Insurance, Life Sciences, Telecommunication, Retail, and Manufacturing.

ZSL ranked 275 for the year 2007 in the VAR Business 500, and was recognized as one of the 10 Fast Growth VARs to watch. Despite the accolades, the executives maintain a dedication to humility that is a reflection of the respect toward the divinity within every other person. To expand operations and support into the Consumer Electronics industry, the humble company recruited a volunteer advisory council of respected members from within the industry. The advisory council guides development of solutions that integrate the best practices from across all services. The role of the council is to provide leadership, guidance, and participate in design of architecture that unites multiple diverse systems through common platforms and applications. This approach enables each constituent to maintain the infrastructure and expertise of individual organizations, while simultaneously enabling each to communicate, update, perform, and report with valuable real time actionable data. ZSL openly respects the expertise of the diverse industry representatives and empowers them to lead the design of development, as ZSL take a supporting role to bring the vision to reality. Who benefits from these solutions? Everyone. "With our humble beginnings and modest approach, we are certain to make a difference for the good," said Ananth Chaganty, Senior Vice President, Enterprise Solutions of ZSL Inc.

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Words of Wisdom

"You must not lose faith in humanity. Humanity is an ocean, if a few drops of the ocean are dirty, the ocean does not become dirty."- Mahatma Gandhi

"I do not want my house to be walled in on all sides and my windows to be stuffed. I want the cultures of all lands to be blown about my house as freely as possible. But I refuse to be blown off my feet by any."- Mahatma Gandhi

"Happiness is when what you think, what you say, and what you do are in harmony." - Mahatma Gandhi

"You must be the change you want to see in the world."- Mahatma Gandhi

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

Business Recession Response Plan

2008-09-05T00:15:00.000-07:00

Is it possible to "'recession-proof" your business? Most business experience slow periods, recession, seasonality, growth, and varying profitability. When going through a period of recession, keep going.

It is important to recognize the reasons for any period of business recession. Some businesses experience significant seasonal trends. Consumer Electronics seasonality in retail and the sales channel has often fluctuated with Christmas purchases, Father's Day and Graduation, also known as "Dad's and Grad's", and back to school. The educational seasonal spending often follows the end of school year, and beginning of the school year, as the twin peaks for the year. Automotive trends are significantly impacted by the introduction of new models. Sports stores follow the seasons, tuxedoes and bridal gowns are in higher demand for June brides, exercise and fitness facilities peak with New Year resolutions and bathing suit season. These are all commonly accepted trends based on consumer demand. As consumers, we do not give much thought to the impact of these seasons, but for individuals within these associated business industries, there is a consistent anticipated period of business recession at the end of the peak season.

Sometimes the period of recession is based on other external factors. Consumer confidence and perceived state of the economy can impact spending habits. Sometimes it is merely a matter of market adjustments if prices have been inflated, or a glut of available items on the market. The introduction of new competition, sudden erosion of market prices, or introduction of new models can have an enormous impact on a single vendor within the market, thereby resulting in individual business recession. Understanding the external factors that impact the business is critical to crafting an appropriate response.

It is also important to recognize when a business recession is the result of individual business practices. Just as business can enjoy the waves of seasonality, or monitor the trends of competition, it is important to identify individual business habits that impact consumer confidence and profitability. Recognizing external factors that impact the opportunity for business is relevant to prepare and adjust to external market conditions, but conducting a very honest introspective review of personal organizational habits is critical to identify characteristics that impact profitability and the ability to sustain loyal clients. After all, profitability and loyal clients are the key to making it through the tough times.

Let's take a look at how a few companies have handled periods of business recession.

Cuts Across the Board

In reviewing the financial situation resulting from a downward trend in revenue, a company determined that it would be necessary to cut one third of total costs to meet the forecasted budget. Some expenses and commitments could not be avoided. Therefore, the company determined to look at immediate opportunity to slice costs from the bottom line, and the slicing included immediate reduction of thirty percent of the headcount in all departments.
Executives gathered behind closed doors with sticky notes and organization charts. The name of each employee was written on a sticky note and placed on a whiteboard in the approximate position within the organization. Sticky notes were counted, and the executives decided to aggressively reduce headcount by forty percent. Even though the company proclaimed a directive to reduce thirty percent, the executives realized this as an opportunity to demonstrate commitment and earn recognition by once again exceeding the company expectations, so forty percent would be on the floor by the end of the hour.

The process for selecting the forty percent to fall on the floor was a scientific method of name identification. If the executives recognized the name of the person on the note, then the person was presumed important, and was selected to remain with the organization. If the executives did not recognize the name of the individual on the sticky note, it was decided that the person must not be a very important contributor to the organization, and was therefore immediately expendable.

Not only did the executives exceed the quota by selecting a forty percent reduction, but they achieved this ahead of schedule, and in time to leave for an early lunch. What do you think was the impact to the organization as a result of this process? What was the message to the employees who remained in the organization, the ones left to continue the business with forty percent fewer headcount? The amount of work did not change, but the amount that could be performed was adjusted accordingly. Who decided which tasks should be sustained, and which tasks could be sacrificed? Was the same scientific method used to select tasks and customer commitments that would be kept, as opposed to those that would be cut?

The New Strategy

After several weeks of careful planning, a company decided to roll out a new strategy. As a result of surviving a recent loss of customers and associated business recession, the organization determined that it would be beneficial to diversify the portfolio. Of course, diversification is often touted as a strength to withstand sudden decreases in a specific market, so the company decided to expand the portfolio into new areas for which it had very little previous experience. Despite the absence of experienced core competency, it was determined that the expanded offerings were similar enough to entice existing clients and customers in similar markets. In other words, it was determined that customers in the existing channel would also be interested in the new expanded portfolio.

Introduce an expanded portfolio into an existing market, using the existing resources, and challenging the other companies with experienced core competency in that portfolio, sounds good, right? There was certainly some merit to the concept of expanding the portfolio, and using that expanded portfolio to withstand fluctuations within a particular market. However, lacking experience in the newly acquired competencies, the organization did not fully realize the investment necessary to develop the infrastructure of the competitors. Developing the portfolio, the channel, and the clientele takes significant investment. Furthermore, if a company is being run well, then it is reasonable to assume that the available manpower serves a purpose and is already being utilized. Diversifying the internal resources to sustain the introduction of the new portfolio can be hazardous to existing business, and a strain on the manpower.

This strategic maneuver can unintentionally introduce a business recession, as financial and manpower resources are strained and redirected to support investigation, implementation, and a long learning curve. Any expansion of a portfolio should be approached as a long term investment, and not as a short term escape. Running from the bullet can get tiresome, and you do not want to be standing still when the bullet catches up to you.

The Reorganization

Caught in an economic spiral, a company conducted a thorough internal review and realized that drastic changes would be necessary to survive. In reviewing the market and the competition, the company realized that the entire industry had caught cold. It gave them little comfort to know that this was not an isolated event, but rather a trend that had crippled the competition as well. Overall consumer spending was down, and all of the companies in the industry were sharing a similar burden.

The first recommendations entertained by the board members were all related to immediate layoffs. This approach was accepted practice in the industry, and would not be a surprise to anyone. When a company ship is slowly taking on water, the obvious way to lose weight and buoy profitability is to jettison manpower overboard. Several proposals demonstrated that, due to the minimal financial impact of salaries, it would be necessary to cut thirty percent of the workforce. A few other executives proposed forty percent, just to be on the safe side. Perhaps these executives had experience somewhere else?

The board studied the financial impact of the salaries and threw out the proposals. Conducting a more thorough study of the manpower, the operational infrastructure, and the potential revenue generated from employees in the sales cycle, the company determined to reorganize instead. Rather than cut jobs to calculate a reduction in wages, the company determined that it would be more appropriate to increase the ratio of revenue generating functions in comparison to operational support. Rather than reduce the jobs that generated revenue, or risk losing the experienced operational infrastructure that supported them, the company chose to expand the revenue generating functions. Yes, that's right, the company actually hired more commission incentivized positions to accelerate revenue and offset the operational expenses.

Like their competitors, this company struggled to get through the low period. The available opportunities were unchanged, but this company successfully won more of the business. Perhaps a reason for winning more of the business could be associated with the increased number of available sales functions, as compared to the severely reduced resources of competitors that cut across the board. The customers who did still want or need to buy found better response from the company that chose to expand front line support when threatened. Furthermore, as the economic trends began to lift the overall market, this company was best equipped to grow rapidly with experienced and grateful staff members.

A Bigger Piece of the Pie

The representative from a company walked into a distributor to speak with sales associates who were responsible for supporting many different brands of goods. In speaking with the sales associates, the representative realized that all of the brands had been reducing support as a result of recent decline in the market. Through further investigation, the company representative learned that several competing brands had even cancelled advertising contracts for distribution sponsored magazines and catalogs. All of the companies in the related industry were cancelling advertisements, cutting back budgets, and reducing the seemingly insignificant channel support functions.

The market was clearly down for all brands in the market. There were no signs of immediate profit potential, but the company representative recognized the opportunity to grow market-share. Realizing that the competition had all but abandoned the equally hungry distribution channel, the company representative approached the channel partners with a suggestion for mutual sustainability and commitment. Rather than cancel the advertising contracts, the company representative requested special pricing to incentivize doubling the existing ad space, based on performance. Furthermore, the company committed to increase commissions to the sales associates, and introduced creative incentive bonuses for winning new clients.

Suddenly, the company began to realize a small gain in total revenue. The distribution and channel partners embraced the commitment exhibited by the brand, and responded by encouraging sales of that brand to clients and consumers. The greater ad space increased awareness, especially by comparison to the complete lack of advertising by the competition. The company gained mindshare, market-share, and a bigger piece of the pie. When the economy turned the corner and sales began to rise throughout the industry, the competition realized that they had lost a substantial percentage of the market to this company during the drought. It was much easier for this company to gain substantial percentage of the market when the total size of the market was small. When the market began the next period of growth, this company representative was ready to maintain the percentage of the market and grow at a much faster pace. In addition, the channel partners remembered that loyalty during the tough times, and continued to recommend the respected friend of the industry.

Your Turn

Now it is time to build your own business recession response plan, and update it each year, regardless of the economic trends. Conduct a quick analysis of the competition and the market. Chances are that you already have a considerable amount of data to substantiate your intuition on the status of the market. The problem with facts and figures to substantiate intuition is that it usually leads to creating justifiable excuses for failure. Don't let that happen to you, or to your your company. Rather, take the next step, and conduct a thorough introspective review of what turns your economic engine. You cannot afford to play roulette with your resources, as with names on sticky notes. You cannot risk diversification of the portfolio, if you are not willing to make the sacrifice and the investment of expense. You can identify the aspects of your business that are essential to maintain profitability during bleak periods of business recession, and respond to the market accordingly.

Sometimes reductions, cuts, and reorganization are unavoidable. Make sure that the process is planned with precision, and that you have looked at all of the possibilities. Don't expect that common practices employed by other organizations are necessarily the best response for your unique situation. Cuts, diversifying portfolios, and other strategies are only effective if applicable for your unique situation. Remember that the goal is to get through the low periods with enough stamina and strength to grow faster than your competition when the trends turn around. You may not be able to control the winds, but you can control the direction of your sails.

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Words of Wisdom

"My dog is worried about the economy because Alpo is up to 99 cents a can. That's almost $7.00 in dog money."- Joe Weinstein

"It's a recession when your neighbor loses his job; it's a depression when you lose yours."- Harry S Truman

'If our house be on fire, without inquiring whether it was fired from within or without, we must try to extinguish it."- Thomas Jefferson

"If you aren't fired with enthusiasm, you will be fired with enthusiasm." - Vince Lombardi

"The national budget must be balanced. The public debt must be reduced; the arrogance of the authorities must be moderated and controlled. Payments to foreign governments must be reduced, if the nation doesn't want to go bankrupt. People must again learn to work, instead of living on public assistance."- Cicero 55BC (What, you thought this was a modern quote?)
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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

The Most Valuable Source for Leads

2008-09-01T22:44:00.000-07:00

Would you like to tap into the most valuable source for leads? You might be surprised to discover that you are climbing over the low hanging fruit in an effort to get to the top of the tree. In your haste to shout your message to the masses, you could be shouting over the heads of the potential business that is already in a queue at your door. Slow down and reflect for just a moment. Then tap into the most valuable source for leads.

The Chief Marketing Officer (CMO) Council has just completed a study of channel executives, distributors, resellers, and other channel representatives. The results of the surveys may not surprise you, but the contrasts of the responses provide a shocking insight into the sheer volume of missed opportunities. This is good news for you, because missed opportunities by others can create new opportunities for you. While you may agree with the initial results of the survey, consider how you can adjust your approach to the market and leverage these opportunities.

According to the survey results by the Chief Marketing Officer Council, most valued source of leads is from customer referrals.

54% Customer Referrals
14% E-Mail or Direct Marketing
8% Internet
7% Events
7% Leads from Vendors
3% Third Party Lead Generation Organizations
8% Other

Would you agree that the best leads come from the referrals of satisfied customers? Is it surprising that customer referrals were ranked as four times more powerful and valuable than E-Mail or Direct Marketing campaigns? Customer referrals were ranked nearly seven times more likely to result in sales and new business than leads derived the Internet.

Customer referrals are a means of providing immediate credibility. With the increasing ability for consumers to share personal expression on the Internet, Blogs, E-mail, and word of mouth, the ability to communicate has enhanced the voice of the customer. In business-to-business transactions, a customer referral is more likely to lead to an appropriate contact with a relevant message, which is far more powerful and likely to result in success than a cold call from a third party lead generation. Events and trade shows can be a powerful platform to market a brand, but fall short in delivering valuable leads.

With all of this insight, how did the same channel executives, distributors, resellers, and channel representatives respond to the survey by Chief Marketing Officer Council with regards to tactics for generating new leads in the coming year?

14% Plan to use Direct Marketing and E-mail campaigns
13% Plan to use Sales Brochures and collateral
10% Plan to focus on Tradeshows for lead generation
8% Will use Seminars to generate leads
7% Will rely on Print Advertising
7% Plan to use Public Relations and Article Placement
7% Plan to use the Internet and Online Advertising
6% Will revert to Telemarketing
6% Plan to invest in Internet Search Engine Marketing
5% Plan to engage customers in User Group Gatherings
4% Plan to rely on Yellow Page Advertising
4% Will experiment on the Internet with Blogs and Social Networking
3% Will use Online Directories
3% Will create Webcasts
1% Plan to use Content Syndication
2% Will try something completely different

The results of the survey regarding lead generation tactics for new business acquisition are hardly surprising. Very little has changed in the planning and tactics as conveyed by the survey response, and yet, the contrast in comparison to the most effective and valued leads is staggering. Even though 54% of respondents acknowledged that the most valued leads are based on customer referrals, the first mention of leveraging this goldmine occurs in the 4% of respondents that plan to engage customers in user group gatherings.

Fortunately, it would appear relatively that fourteen percent of respondents believe the most valuable lead generation comes from Direct Marketing or E-mail, and fourteen percent plan to use this tactic for lead generation in the coming year. However, even though only seven percent believe that the best leads from from trade shows, there are ten percent planning to take this tactic, and another eight percent who will augment this activity with seminars.

Although only eight percent believe that the highest chance for success comes from leads acquired by the Internet, there is a staggering number of diverse plans to leverage this channel of communication. The tactics include seven percent Internet and Online Advertising, six percent investing in search engine marketing, four percent using blogs and social networking, three percent using Online Directories, and another three percent experimenting with webcasts. The Internet provides an exciting vehicle to be creative, showcase the brand, and communicate to a very large audience. However, is it targeting the most valuable audience by engaging the most valuable leads that come from customer referrals?

As you can see, the tactics are not groundbreaking or unusual. On the contrary, the approach to market is contrived on establishing a brand, shouting a message to the masses, and hoping that the merit is recognized by the appropriate lead. The Internet, Trade Shows, Brochures, and Advertising, provide effective, if not innovative vehicles for spreading the slogan. While it may be necessary to invest in these channels of communication to maintain competitive placement, there remains untapped opportunity for higher rates of success when tactics engage customer referrals.

Stop what you are doing right now and imagine how referrals from satisfied customers could generate valuable leads and grow your business. It does not matter what kind of business you are in, or what responsibilities you have in the organization. Every member of an organization contributes directly, or indirectly, to customer satisfaction. Your actions may results in testimonials, endorsements, or positive word of mouth. If you could harness the power of customer referrals, your sales force would blossom with representation from independent trusted advocates.

So, how do you encourage and empower customers to grow this incredible pipeline of valued referrals? You ask them, of course. However, before you make such a bold request, your customers must know that you are fully engaged and obligated to their aspirations. When customers are assured that you are a trusted advocate, committed to customer satisfaction, they have the confidence to share referrals and recommendations.

Once customer confidence is established and the relationship is mutually rewarding, then it is just a matter of creating the appropriate opportunity for referrals to occur. This can be as simple as asking for referrals, or as formal as creating gatherings for existing clients and potential prospects to meet and exchange experiences. Introducing existing clients to potential prospects demonstrates immense confidence in your own relationship with your customers, because you are not fearful of losing the mutually rewarding relationship. Group gatherings and communications creates a unique opportunity to endorse your customers, grow their circle of influence, and for them to provide a third party endorsement of your efforts.

There are many ways to empower customer referrals by engaging individuals in group gathering or discussions, leveraging the Internet or Advertising, or by collecting a powerful collage of testimonials. The tactics for getting the most out of this goldmine pipeline are as diverse as the markets and customers in them. It all begins with recognizing the most valuable source for leads, acknowledging the value of these resources, and creating specific action items in a plan to unleash these untapped opportunities. Actively and effectively mining the most valuable source for leads will give you an advantage over 95% of your competition.

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Words of Wisdom

"Everyone has talent. What is rare is the courage to follow the talent to the dark place where it leads."- Erica Jong

"Whatever you do, do it to the purpose; do it thoroughly, not superficially. Go to the bottom of things. Any thing half done, or half known, is in my mind, neither done nor known at all. Nay, worse, for it often misleads."- Lord Chesterfeild

"Electronic communication is an instantaneous and illusory contact that creates a sense of intimacy without the emotional investment that leads to close friendships."- Clifford Stoll

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The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

What Doesn't Kill You, Makes You Stronger

2008-09-01T22:40:00.000-07:00

Scientists and researchers are experimenting with venom, bacteria, and genes from the common cold to create amazing cures. What can we learn from this approach of studying what could be perceived as deadly and harmful, and apply the same aspirations to our own challenges and temporarily agonizing hurdles?

The Deathstalker Scorpion possesses one of the most deadly venoms of any scorpion on earth. However, research has shown that the venom of the Deathstalker scorpion contains chlorotoxin, a chemical that attaches to specific brain cancer cells, while leaving healthy brain cells alone. Scientists are studying ways to use chlorotoxin to carry radioactive atoms directly to the cancer cells, to single out and destroy brain cancer cells. Chlorotoxin also appears to successfully prohibit brain cancer cells from shrinking or moving, so the cancer cannot spread. A recently completed Phase II clinical trial at New York Presbyterian may soon bring treatment with chlorotoxin to reality. The deadly venom of the Deathstalker scorpion may yield a potent new weapon in specific and focused treatment of brain cancer.

Scientists at Introgen Therapeutics are using a few genes in adenoviruses to combat cancer. Adenovirus is better known as the culprit that brings us the common cold. The scientists are altering strains of the adenovirus to deploy anticancer genes within tumors, killing cancer cells while leaving the healthy cells unscathed. Rather than cure the common cold, these researchers are redirecting it as a cure for cancer.

Princeton scientists have demonstrated an unusual talent for training E coli to respond to surroundings, an accomplishment previously attributed only to organisms with nervous systems. The tiny microbes can be trained to respond to cues in their environment, turning genes on and off, and thereby illuminating the behavior of a bacterial pathogens. The feared E coli may eventually be revered as tiny workhorses to monitor their environment and assist with carrying corrective remedies.

The scientific approaches to use scorpion venom, E coli, and the common cold as potential cures for cancer are reminiscent of the studies of Louis Pasteur. In studying chicken cholera, Pasteur noted that one of sample cultures of cholera inducing bacteria had spoiled and failed to infect some chickens with a deadly dose of the disease. Upon attempting to infect the healthy chickens with another non-spoiled strain of the bacteria, he discovered that the chickens had become immune to the disease. With continued studies, Pasteur confirmed that exposing the chickens to weakened strains of the bacteria enabled them to develop immunization to the cholera. By the 1870's Pasteur applied this immunization method to anthrax, which had been affecting cattle. Pasteur made the anthrax vaccine by exposing the bacillus to the oxidizing agent potassium dichromate.

On a much more personal level, how often do we let the little things get in our way? Pasteur introduced small and weakened doses of bacteria to build up immunity to otherwise truly life-threatening exposure of cholera and anthrax. Scientists are experimenting with E coli and genes in the common cold in the pursuit of the monumental cure to cancer. Can we also be trained to adjust our perception, to manage the minor inconveniences and seemingly devastating small challenges of today as personal training and stepping stones to overcome bigger challenges that we may encounter tomorrow?

In the course of our own existence, we each encounter devastating losses, heartbreaking experiences, and tumultuous issues. In those moments facing challenge, when our concentration is focused on overcoming obstacles or coping with loss, we may be distracted from recognizing what we can achieve. Suffering feelings of loss can only occur if there is an appreciation for something to lose. You cannot lose what you never had. Understanding what you can attain may cause frustration when encountering delay, but do not allow the temporary interruptions to distract you from your personal goals for too long. Learn from the obstacles and adjust accordingly. Once the grieving for the sense of loss has subsided, then there is a time of peace, and a time to remember what you can achieve. Small setbacks are insignificant in comparison to what you can accomplish, and should never dissuade you from your course toward greater achievements. If scientists can identify useful chemicals in scorpion venom to carry a cure for brain cancer, then what can you identify in your experiences to carry you to new heights?

Most of our disappointments are merely the result of discovering or confirming that expectations or assumptions were incorrect. Occasionally, the realization may have life changing consequences. It is common to encounter such challenges in relationships, career, and personal development. Study the obstacles that are presented to you, and adjust your course accordingly. In taking a new path, you will inevitably encounter new discoveries that you would otherwise have missed, both in the environment around you, and within yourself. You might not use the common cold to cure cancer, but by overcoming a seemingly venomous situation, you could make a monumental personal discovery for yourself. Temporary setbacks and challenges cannot beat you, but you can use them to make you stronger.

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Words of Wisdom

"Always laugh when you can. It is cheap medicine."- Lord Byron

"Where we have strong emotions, we're liable to fool ourselves."- Carl Sagan

"The strongest principle of growth lies in human choice."- George Eliot
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"John, I read The Trusted Advocate and I could not put it down. As I read about each and everyone you wrote about, I was amazed how real and how vivid they are to me. Each story took me there in time and I felt part of it. Thank you! It has made me think of how I see myself as an individual and has made me change in some many great ways. I want to become that person... All the stories will have such a great impact on all those who are fortunate to get their hands on this book. My favorite was the chapter about relationships. The story about you and your grandfather, I could see his belly giggling with laughter and I would see the smile in his face. You have such a precious gift. You are passionate about people and their feelings and it shows in your writing. You are a trusted advocate in my eyes. Thank you for sharing your gift with me!" - Dalia BehneAccounts Payable ManagerData Exchange Corporation

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital.

www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Corporate Consistency

2008-08-17T00:39:00.000-07:00

A business can be defined by the same character traits that are typically associated with an individual personality. A business can be bold, aggressive, compassionate, inconsiderate, caring, trustworthy, deceptive, cautious, or friendly. A business is often the reflection of the conglomeration of members, leadership, and an accumulation of character traits. If a company is large, the character traits may be influenced by years of pride of internal culture. If the company is small to medium, the character is often a direct reflection of the leadership or ownership of the company. Regardless of the size, a business is a collection of individuals and talents, and it is a collection of personalities that define the character of the company.

One of the most important character traits of a reliable company is consistency.

As with an individual, one measure of corporate consistency is to "practice what you preach", which means simply that actions are consistent with words. If a person says one thing, and does another, then it becomes rather difficult to believe anything that the person has to say. Failing to deliver on promises can undermine credibility and confidence. In extreme circumstances for business, intentionally misleading communications can be repudiated as false advertising. A somewhat less flagrant embodiment of the same practice is known as "bait and switch", to promise one thing and than change the offer after interest and commitment are established. Less obvious but equally devious manipulation of communication can occur during the negotiation process, or appear in "fine print" with the wave of a dismissive hand. Regardless of the circumstances, individual or corporate culture, words and promises that are not consistent with actions during the promissory stage are very likely to deteriorate after a commitment, contract, or sale. If the words are not consistent with actions before the sale, it is reasonable to suspect consistent inconsistency after the sale. Let the buyer beware.

Corporate consistency often exists between the dignity and respect afforded to internal employees and to clients. Organizations that foster a culture of respect and appreciation for the employees typically enjoy the same treatment of customers. Employees absorb the culture and environment of the organization and pass it on to customers through their own actions and communications. Employees that enjoy an environment of teamwork, appreciation, enthusiasm, and support, are likely to share this feeling and experience in their own interactions with customers. On the contrary, working in an environment of relentless pressure, fear, or individual insignificance, is also likely to be personified in customer interactions. It is important to share recognition and cooperation internally, as the attitude will be consistent with the external portrayal of the organization. If an employee is treated as an insignificant and easily replaced cog in the corporate machine, then the interactions with internal and external customers will be perceived as insignificant. However, if the employee if a perceived as a valuable asset, and individual accomplishments are recognized, then the employee is more likely to understand a sense of pride and ownership when interacting with internal and external customers.

Another significant measure of corporate consistency occurs in measuring the organization response to the inevitable peaks and valleys of business conditions. Businesses experience periods of growth, plateau, decline, and renewed growth, that may be the result of internal or external factors. During a period of decline, organizations may find it necessary to reorganize, restructure, or redefine the strategy to survive. A business that learns from the experience and incorporates this knowledge into the culture and planning for future growth is much more likely to succeed and experience continued growth when conditions improve. On the contrary, some organizations adopt a temporary strategy that is effective at controlling the decline and rebuilding business, only to jettison the changes when revenue begins to rejuvenate.

Some organizations become self-absorbed during periods of economic growth, and suddenly change the culture to customer-centric dedication only when panic arises from declining business conditions. The focus on customer requirements may stall the decline and create opportunities for acquiring new customers, and new revenue. If the organization does not absorb the learning from this experience, it may revert back to "bad behavior" of ignoring customer requirements when the business starts to grow again. Flip-flopping between embracing and ignoring customers based on economic conditions is a catalyst to spawn repeated decline, trapping the organization in a continuous loop of inconsistent behavior. When organizations get caught in this vicious loop, it is also likely that valuable human capital will be lost in the process. Some individuals will escape the cycle to find more suitable environments of consistent culture. Some individuals will remain, waiting for the cycle to come full circle for another temporarily palatable period, or simply bearing it because the individual is trapped by other obligations. It is far better to nurture a consistent culture, adopting learned behavior, and an environment that embraces continuous customer care. While external conditions may throw temporary challenges in the path of progress, maintaining a consistent dedication to the dignity and respect of employees and customers will solidify a strong foundation, and keep a direct course for unrestricted growth when external challenges pass.

Imagine a ship on the ocean. Each individual on the crew has a particular responsibility for the progress and performance of the ship. Although the members work on tasks independently, they must all work in unison for a common direction. If some members are raising sails, while others drop anchor as a result of inconsistent instructions, it is likely that problems will occur. It may be necessary to adjust the sails, or slightly adjust the direction, based on winds and external conditions. However, going in circles can severely limit the progress of the ship. Sometimes it is better to adjust slightly, or move slowly in a consistent direction, rather than completely change course and revert to going backwards. Keep a straight course, communicate accurately and effectively, and avoid the maelstrom of inconsistent actions.

Signs of a consistent organization:

Low employee turnover, high motivation and morale
High customer satisfaction, loyal customers
Customers can accurately state the culture of your company, and embrace it
Rapid growth after a "down" period of slow growth or decline from external factors
Growth after a period of decline exceeds previous successes, indicates indoctrination of learning and consistency

Signs of an inconsistent organization:

Employee turn-over occurs periodically in large numbers, indicates severe swings of internal culture
Constantly seeking new customers to replace the ones lost during the last cyclical change
Customers do business with you "in spite of the frustration of dealing with you"
Bait and switch tactics, promises change in mid-stream
Periods of growth seem to have predictably limitations, there is difficulty doing any better previous period of success

Which characteristics most exemplify your organization? If you are consistent in your words, promises, actions, dignity for internal employees, and respect for customers, then you be proud of your culture. You have something special, and sharing it with your customers is the same as giving them a gift. Even though the organization may experience some challenges during tough economic periods, or suffer through challenging competitive waters, you have limitless potential.

On the other hand, if your organization is personified by inconsistent behavior, then you must ask yourself if you can change it, of if you are most comfortable with this type of behavior for yourself. If the organization changes the level of commitment to customers and employees based economic conditions, how does this reflect in your level of commitment? What type of behavior best exemplifies your commitment?

Which characteristics best describe your vendors, suppliers, partners, and customers? Sometimes it is easier to observe and measure the characteristics of the other organization, affiliates, and customers. Sometimes it is easier to analyze those around us, and then reflect on the company that we choose to keep. Surround yourself with consistent and reliable people, vendors, partners, organizations, and customers. Business moves faster on straight rails than it does on winding roads. Surround yourself with those that you can rely upon, and see how quickly you can gain momentum with motivation.

______________________________________________________

Words of Wisdom

"The quality of an organization can never exceed the quality of the minds that make it up."- Harold R. McAlindon

"An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success."- Stephen Covey

"Quality is the result of a carefully constructed cultural environment. It has to be the fabric of the organization, not part of the fabric."- Philip Crosby

______________________________________________________

"Vance Baldwin is in a highly competitive market, with increasing demands, and decreasing margins. Our organization has successfully achieved significant growth, year-over-year, by consistently delivering value added integration and cutting edge ease of use for our clients. Powered by technology, and an unquenchable passion for precision performance, the value that we provide is based on listening to our customers and developing the tools that enable them to meet their business objectives. Our clients also exist in highly competitive environments - we know it, we listen to them, and we respond. Being a trusted advocate is more than just a good idea, it is a business strategy that creates priceless differentiation, fervently loyal customers, and bottom line results. The Trusted Advocate: Accelerate Success with Authenticity and Integrity, is a must read for any business executive. This book belongs on the shelf next to Collins and Covey, and the practical principles should be applied across the organization. Put a copy in the hands of your employees to protect your customers and your profits."

Robert Coolidge
President
Vance Baldwin Electronics
An Encompass Group Affiliates, Inc. Company

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Strategy by the Numbers

2008-08-17T00:37:00.000-07:00

The following is a simple step-by-step process for creating a strategic plan by the numbers. This is a ten step process that can be used by a group, an organization, or an individual. Print out the steps and prepare to organize your ideas into a tactical plan for progress.

1) Twenty-one questions

Brainstorm to make a list of the first twenty-one challenges that come to mind. This can be done as a group, or as an individual. Ideas should be based primarily on identified opportunities to improve, real current challenges, or competitive necessities. Brainstorming means a free flow of ideas, so do not discourage or debate the merit of any individual ideas until twenty-one items have been identified.

If you are experiencing difficulty in identifying a list of twenty-one issues or ideas for improvements, then try using a SWOT Analysis. The SWOT Analysis is a list of your strengths, weaknesses, opportunities, and threats. This can help to give perspective and spark some ideas, but may not be necessary to identify a quick list of twenty-one issues, obstacles, problems, and opportunities.

Once you have created a list of twenty-one suggestions, stop. The list is complete. The first twenty-one ideas that come to mind are the most important opportunities and the most relevant issues. Anything beyond the top twenty-one ideas is getting too detailed in the issues, and can wait for the next strategic planning session.

2) Assign a point value to your twenty-one ideas

Review your list of twenty-one potential issues and opportunities, and assign points based on the following criteria.

Assign one point to each idea that is important. Important means long term and lasting benefit that truly impacts or changes the business. Be honest about your assessment.

Assign one point to each idea that is urgent. Urgent means that the idea or improvement needs to be implemented immediately, because waiting would have catastrophic consequences.

Assign up to three points based on your determination of the benefit. Benefit can be measured as financial benefit, or customer satisfaction benefit, or some other metric of benefit. Whatever methodology is used to determine benefit, this same measurement must be applied to all twenty-one ideas. For example, if you choose to use financial impact as the measurement for benefit, then all twenty-one items should be measured by financial impact. Do not mix and match, as with measuring some items by financial benefit, and measuring others by customer satisfaction impact. The metric should be the same for all ideas. The value of three applies to significant realistic benefit. The value of two applies to significant benefit, but not really sure if it can be achieved. The value of one applies if the benefit can probably be achieved, but may not be significant. If the benefit is not significant, and not likely to be achieved, then it is reasonable not to award any points for the idea, and move on to the next idea on the list.

Assign up to three points based on your ability to affect change, implement the idea, or address the issue. If you are absolutely certain that this is within your control to do, then assign a value of three. If you feel that it can be done with some concentrated effort, then assign a value of two, If it can be done, but requires resources, investment, budget, or other assistance to get the job done, then assign a value of one.

Add up the points assigned to each idea. Now you have a score for each suggestion,

3) Pick the Lucky Seven

Sort and prioritize the ideas based on the total score for each suggestion, from high score to low score.

The seven ideas with the highest points are the lucky seven that will get your attention. In the event of a tie score, agree on the final seven. Review the final list one more time and confirm your top seven priorities. The other fourteen ideas are really good suggestions, and may be the starting point for your next strategic planning session. For now, we will only focus on the top seven.

4) Ask the Five "Why's"

One by one, for each of the lucky seven selected ideas, ask the question "Why" five times. First, ask, "Why?" When you have the answer to that question, ask the same question about your answer. For example, "This idea will help me improve customer satisfaction." "Why?" “Because this is something that customers are always asking for." "Why?" "They are frustrated by not knowing what to expect." "Why?" "They have no visibility to our schedule, status, or progress." "Why?" "Our ETA is not always the same. We cannot communicate an expected completion date, and there is no method to give them updates." "Why?" "Creating a way to give updates would have some development cost, and it would take time to design the customer interface."

Some individuals may become frustrated asking "Why" five times. The reason that it can be frustrating is that the answer may appear to be abundantly clear as common sense. Even though the answer may appear obvious, it is still beneficial to ask the question, and dig a little deeper into relevance and root cause. In the example above, it is not enough to know that the idea will improve customer satisfaction, but by asking the question "why" five times, it created some additional clarity with regards to the real customer value and the real underlying obstacles. Practice asking the question "why" five times, even if you need to slightly adjust the question or the answer to give yourself an opportunity to dig a little deeper into each idea.

When you have completed asking the question "why" five times for each question, it is time to asses your lucky seven ideas. After this further review and assessment, you can decide if you want to work on all lucky seven opportunities and issues, of if you want to work on just a few of them. The magic number that you choose is based on what you feel that you can handle, based on your assessment of each opportunity.

5) Assign your METRICS

Measure Everything That Results In Customer Satisfaction. Identify two primary metrics for each of the ideas that you have selected to pursue. These two primary metrics will be the method to compare past history, and future success. Things that get measured get done.

The first metric is based on the goal that you wish to impact or achieve. Metrics must be tangible items that can be measured with a numerical, financial, or date assignment. For example, a reasonable metric is to reduce cost, increase revenue, increase profit, decrease hours or time to complete a task, decrease time to obtain a response, increase production by a predetermined percentage, etc. If it is a good idea, then find a way to measure progress and assign a goal.

The second metric is based on a measurement that could potentially be adversely affected by the attainment of the goal for the primary metric. For example, if the primary metric is to reduce time, a secondary metric may be to measure the associated cost to achieve the goal. If a primary metric is to reduce price, a secondary metric may be to measure the impact to quality as determined by number of defects. Consider the potential undesired consequences of achieving your primary metric, and assign a secondary metric as your control. The combination on these two metrics will greatly enhance your success.

6) Create your schedule

Identify key tasks and milestones associated with your ideas and implementing improvements. Perhaps you have commitments for dates, or a fiscal period that must be accommodated. Perhaps you are in a competitive race for the solution. Perhaps you have an idea of the project plan and key milestones for implementation. Use your judgment to assign a tentative schedule for achieving your metrics. The schedule may be subject to change upon further review, but it is important to recognize important commitments and establish expectations.

7) Do it

Create a plan for each objective and implement it. The process for creating an implementation plan for each idea is distinctly different from the strategic planning process.

8) Measure it

Measure your results, both the primary metric and the control metric. How did you do compared to your goal?

9) Learn from the experience and make adjustments

Use the knowledge that you have gained from the experience as a review before beginning the next strategic planning session. It may create new opportunities, and it may help to refine your perspective for other ideas.

10) Go back to the first step It is time to start planning again

Wash, rinse, and repeat.

______________________________________________________

Words of Wisdom

"There is a theory which states that if ever anybody discovers exactly what the Universe is for and why it is here, it will instantly disappear and be replaced by something even more bizarre and inexplicable. There is another theory which states that this has already happened."- Douglas Adams

"Why be a man when you can be a success?"- Bertolt Brecht

"An economist is an expert who will know tomorrow why the things he predicted yesterday didn't happen today."- Lawrence J. Peter
______________________________________________________

"John has been a tremendous resource for our company in helping us put together a solid strategic plan to enhance our selling efforts. His knowledge of the customer, their process, and our contact strategy has provided advice that has catapulted our chance of closing this sale. His follow up has been world class and he has the utmost integrity that the end client and partner are both going to benefit from the relationship."

Curt M. Bimschleger
Executive Vice President, Business Development
Accent Marketing

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Implementing New Technology

2008-08-17T00:34:00.000-07:00

There are amusing and horrific stories of the trials and tribulations associated with the transfer of technology, and the implementation of new systems and architecture. There are lessons that we can learn from those who have blazed the trails before us, and those who have been burned by the blaze. Get your fingers ready to count the five fundamental considerations for implementing new technology.

What we learned from Oracle

"The original plan was to transition the existing IT infrastructure to Oracle over a period of three months. It is three years later, and we think that we are almost done with our Oracle implementation." Does this sound familiar? if so, you have plenty of good company. Oracle is a powerful engine. It is high octane, scalable, and has flexible object oriented architecture to allow continuous growth and integration. So, what went wrong?

Quite often, in the eager anticipation to install the latest and greatest engine, the other parts of the car were forgotten or overlooked. Sure you have a powerful new engine, but your steering wheel is gone. It was replaced by a series of point and click drop down boxes to precisely instruct the car to turn at a specific angle. Do you want to make a 30 degree turn, a forty degree turn, or a 90 degree turn, right or left? Simply choose the appropriate item from the drop down menu and you will have the exact turn that you desire. Gone is that old fashioned and inaccurate steering wheel that required manual intervention and guidance to gradually adjust the turn in process, and installed is the precision turning device that is managed by your mouse. The problem is, nobody mentioned that the new steering mechanism was sold separately, and would take another six months to program. Nobody mentioned that everyone responsible for driving the car would have to learn a new steering methodology, lose the ability to make manual adjustments along the way, and need to learn to be more predictive and accurate in the selection of the accurate turn. Adjustments can be made along the way to correct a turn, with more point and click menu selections, if necessary. The extra time, design and development costs, and employee training are sold separately. You see, Oracles sells that powerful engine, not the steering wheel.

Does that sound funny or familiar? If it sounds familiar, then the humor is bitter-sweet. If it sounds ridiculous, then you have not experienced it yet. The steering wheel is only one example. Once the steering mechanism is programmed and put into place, then the other discoveries begin. That powerful engine comes with a speedometer and tachometer, so you can see your performance and the RPM of the engine. Isn't is exciting to see that you have only partially tapped into the incredible power of this magnificent Oracle engine? Unfortunately, if you rely on other dashboard devices like signals for turns, air conditioning, or a radio, then you have to build these things yourself. After all, the engineers of the engine realize that you turn on different roads than everyone else, you have personal preferences for your climate controls, and you have personal preferences for terrestrial or Sirius satellite radio stations. Therefore, you need to build the point and click objects, menus, and radio buttons to accommodate your personal preferences, and all the possible variations thereof. Someone forgot to mention that all of these functions and amenities need to be custom designed for each driver.

Once the common dashboard and control devices are designed, developed, and implemented, then the next wave of discovery begins. The old buttons, knobs, and dials are gone. Everything has been replaced with the convenient control of a single device, your mouse. That seemed like a wonderful convenience when it was first described to you. All of the controls are at two fingers on one hand. Once you are past the pain of installing all of the other controls at additional cost, it occurs to you that it might be a little complicated to switch between steering the car, sending a command to roll up the windows, turning on the air conditioner, selecting a radio station, and signaling your turn, all at the same time with one device. All of these things require a different set of menus, so you need to choose your work stream very carefully. Otherwise, you may run into the back of a truck while trying to turn off the heater, and turn on Howard Stern. Just then, it begins to rain, and you realize that the windshield wipers have not been coded yet.

Dear Larry Ellison, please forgive me if my sense of irony has inadvertently presented what could be perceived as an unflattering commentary. It is merely intended to make a point about proper planning for transition of technology. After all, you do build a beautiful engine.

So, what should we do?

1) Be Aggressive

It is appropriate to be aggressive when implementing new technology that provides a competitive edge. The competitive edge may be related to overall system performance that empowers employees to become more productive. A competitive edge may be a utility that empowers clients and customers to become more self-sufficient, like installing the ATM machine outside the bank for customer self-sufficient convenience. The competitive advantage may integrate multiple functions, partners, or streams of data that allow for more intelligent decisions or effective business. If the implementation, integration, or transfer to new technology is going to have a substantial and measured competitive advantage, then be aggressive about the pursuit of technology.

2) Be Cautious

If the transfer of technology touches upon the core competency or revenue of your business, then be cautious about making any significant changes. This does not mean that you avoid improving technology. It merely implies that it is appropriate to be more cautious in studying the ramifications and ancillary applications which may be impacted by even a subtle change to the code. There are horror stories from companies that implemented seemingly innocuous changes to billing, and then failed to produce invoices or statements for the clients. During this period of the transfer of technology, revenue was suddenly reduced. The result created financial hardship for the billing company, and for the disgruntled customers who suddenly received several months worth of accumulated billing once the invoicing system issues were resolved. Not only was this an impact on cash flow during the interruption in billing, but it impacted the relationship with the clients as well. Be aggressive about competitive opportunities to grow your profit and performance, but be cautious when it comes to implementing changes that may impact your core business offerings, clients, or billing.

3) Be Quick

Be quick to implement minor changes, and carefully monitor the impact. When it come to performance enhancement, internal suggestions for simplifying routines, or improving the customer experience, do not delay. Design the small changes, test the changes thoroughly, and create a schedule to consistently roll out enhancements. Quite often, the little enhancements have the biggest impact to business performance.

4) Be Slow

When it comes to major changes in the architecture or systems that sustain your business, be slow in implementing change. Frequently, the core architecture and functions of the business are the most efficient and streamlined. The processes that get the most use are the ones that get the most attention, and are often the most highly evolved. Unfortunately, these are also the processes that typically are selected for the first priority when it comes to implementing a transfer in technology. On the contrary, avoid the allure of focusing on familiar ground, and preserve the primary processes until the transition has been tested on some of the more complex, and less often utilized, utilities. By focusing development on the most complex and least used functions, there is tremendous knowledge to be gained by the experience, and the least amount of impact to the business. There are too many horror stories of companies that eagerly transferred the main processes, and then spent months or years working out the bugs that could have been identified by developing a much less needed or impactful part of the process.

5) Be Safe

There is no better time to address the vast array of potential security needs than during the design, development, and implementation of new technology. What personal data to you manage, process, forward, or store? This is not limited to credit card transactions or bank account numbers for wire transfers. Somewhere in the enormous archives of data, you are probably holding precious private information on every one of your own employees. Employee records contain social security numbers, bank accounts for direct deposit, names and addresses, and possibly even reference to medical coverage. Quite often we think about the pipeline to our customers, and forget about the goldmine of private information inside our own facilities. Don't we owe the same protection to our own employees?

Privacy data can include medical records, financial records, and personal information. Driver's license numbers, credit card numbers, or even matching email address with telephone numbers, are all potential risk to privacy. The threat is not limited to how people access the information from the outside, or the number of firewalls that you put into place. The threat is also from the inside, and what kind of information is available to employees and associates. How easy it is to look up client records and download the information to a thumb drive? How easy is it to copy the entire company database of customer information, account information, or intellectual property? What would it be worth to a disgruntled employee to take valuable client information to a competitor?

There is no better time than the present to have a security expert evaluate the potential breaches of privacy in your organization. If you have customers, credits cards, customer accounts, client information, intellectual property, financial information, medical information, or employee information stored electronically, accessible on a network, or printed in files, then it is time to consider security.

If you are in the midst of preparing for a technology transformation, design, development, integration, or implementation, then it is the perfect time to review all of the related documents with a security and privacy expert. If you are organizing all of this information, then why not take advantage of your efforts to protect your customers, your employees, and your business? Executives and management are increasingly being held responsible for ignoring or overlooking the potential security breaches in their respective organizations, both from protecting customers from external threats, and for controlling the actions of disgruntled employees. Mitigate risk to the company, and the executives of the company, by taking appropriate and reasonable precautions for expert analysis, controls, and privacy.

______________________________________________________

Words of Wisdom

"Technology is dominated by two types of people: those who understand what they do not manage, and those who manage what they do not understand."- Putt's Law

"For a list of all the ways technology has failed to improve the quality of life, please press three."- Alice Kahn

"There is an evil tendency underlying all our technology - the tendency to do what is reasonable even when it isn't any good."- Robert Pirsig

"Humanity is acquiring all the right technology for all the wrong reasons."- R. Buckminster Fuller

______________________________________________________
"As a successful business professional for over 25 years and having worked for large corporations to start-up operations, the one common thread I've found for success is to understand your values and always do the right thing for your clients and colleagues.
The book by John Mehrmann, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, does an outstanding job of articulating what most successful sales and business professionals inherently understand - that people want to do business with those they can trust and are looking out for their best interest. People know when they are being "sold" vs. working with someone who takes the time to understand their needs and is looking to develop a long term relationship. Most sales training books emphasize technique and process. The Trusted Advocate: Accelerate Success with Authenticity and Integrity takes it to the next level, starting with understanding yourself and your values and guiding you to become exceptional by doing the right things. I recommend this book to anyone that has the desire to excel and improve their professional relationships. It might even help your personal relationships..., "

Eric Nelson
President
Secure Privacy Solutions
http://www.secureprivacysolutions.com/

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Har dcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com , and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

The Trusted Advocate, Book Signing at the Los Angeles Times Festival of Books

2008-08-17T00:23:00.000-07:00

John Mehrmann, author of 'The Trusted Advocate: Accelerate Success with Authenticity and Integrity', will join a prestigious group of local authors from The Greater Los Angeles Writer's Society, at the 13th Annual Los Angeles Times Festival of Books. Authors will have books
available to autograph for attendees.

The 13th Annual Los Angeles Times Festival of Books presents a rare opportunity to meet several local authors, and obtain autographed copies of their works.

The 13th Annual Los Angeles Times Festival of Books is the country's largest celebration of the written word. For one weekend, people who love books will gather with people who love to write. 140,000 attendees will join over 450 authors, and more than 300 exhibitors. It takes more than 900 volunteers to support the event, with more than 100 author panels. Admission is free, there is a fee for parking.

The Greater Los Angeles Writer's Society proudly presents a talented slate of authors in Booth 715. A different author will appear at the booth each hour, so be sure to check the schedule to collect limited autographed copies of featured novels.

John Mehrmann, author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, and contributor to 101 Great Ways to Improve Your life - Volume 3, is a freelance writer, speaker, and Vice President of Business Development at ZSL Inc. The Trusted Advocate: Accelerate Success with Authenticity and Integrity applies modern management techniques and leadership skills to the sales. Each chapter is a self-contained topic that can be referenced independently, or as a step in a linear process. This presents a wide variety of concepts, with a central theme of developing individual talents, and building stronger relationships with clients through ethical business practices. The ultimate result of the process is a sense of greater satisfaction, self-fulfillment, and successful sales. The Trusted Advocate: Accelerate Success with Authenticity and Integrity is recipient of the coveted Publisher's Choice Award from iUniverse, for editorial integrity and outstanding design quality.

John Mehrmann, and his wife Tiffany Mehrmann, are residents of Orange County, California. Prior to joining ZSL Inc, John Mehrmann served as the Regional Sales Director for Data Exchange Corporation in Camarillo, California, and as Director of Service Operations for Toshiba America Information Systems, Inc in Irvine, California.

Tiffany Mehrmann is an International Previews Property Specialist at the prestigious Newport Beach Newport Center offices of Coldwell Banker Previews International. With her vast knowledge of the marketplace, Tiffany is able to provide top quality service to buyers and sellers in all price ranges. As a licensed Agent, Tiffany is widely respected throughout the community, and takes pride in offering the highest level of service available. Tiffany Mehrmann uses a wealth of knowledge from prior experience as a Mortgage and Loan Agent, Vice President of Business Development, and Director of Marketing.

Matthew J. Pallamary's first book, The Small Dark Room Of The Soul, is in its second printing, and has been mentioned in The Year's Best Horror and Fantasy. His historic novel of first contact between shamans and Jesuits in the 18th century South America, titled, Land Without Evil, has received rave reviews along with a San Diego Book Award for mainstream fiction. Pallamary received Man of the Year 2000 from San Diego Writers Monthly Magazine, and he is presently under contract to write an original screenplay.

Joan A. Friedman, Ph.D is an identical twin who has over thirty years of experience as a psychotherapist specializing in the treatment of twin-related issues. Friedman's new novel, Emotionally Healthy Twins, is a comprehensive guide on how to raise twins who are self-realized and distinct individuals.

Tony N Todaro is an author, brand strategist and creative consultant. His novels include True Light, and Nexus of Swords, in the Lightriders Saga series, and the forthcoming What Comes Around.

John M. Weiskopf is an author and teacher. His first novel, The Ascendancy, was recently published by iUniverse, where it received excellent reviews and sold out at several Barnes & Noble retailers.

Sheila Finch is on the Board of Directors of the Science Fiction Writers of America, and teaches writing in her workshops. Obstacles associated with language would surely result from first contact with an intelligent alien, but not with the linguists in The Guild of Xenolinguists, published by Golden Gryphon Press.

Enilde Ginger Ingels-Van-Hook is the author of The Kingdom of Nuts and Bolts, a story about families living in Argentina in the 1930's.

Sandra Walter is author of The Creator State, a provocative novel about a group of Chicago actors who discover a unique state of consciousness.

Dr. Maxine Thompson is the owner of Maxine Thompson's Literary Services, and Black Butterfly Press. Dr. Thompson is author of The Ebony Tree, No Pockets in a Shroud, Short story collection, and A Place Called Home.

Leslie Ann Moore is a native of Los Angeles. Her first published work, Griffin's Daughter, is a novel of romantic fantasy.

Robin Reed's first novel, Xanthan Gumm, is the second book in a series scheduled to appear in late 2008.

Mike Robinson is the author of seven novels and two collections. His subjects often touch on philosophical and psychological issues with an undercurrent of the fantastic. Mike is a resident of Los Angeles.

Barbara Schnell's debut novel, First Year, follows a young Los Angeles actress, as she recklessly marries a visitor and follows him to South Dakota. Guaranteed to generate smiles, this break-out novel embraces stereotypes in a universally entertaining and engaging way.

Sponsors to the 13th Annual Los Angeles Times Festival of Books include Target Stores, Borders Books, Ticket Master, Time Warner Cable, Ghirardelli, Sprint, KRLA 870 AM, KOST 103.5FM, KJAZZ 88.1FM, KABC Talk Radio 790, 97.9 RAZA, KDLE Indie 103.1FM, KTLA5, Hoy, KPFK 90.7FM, KCRW 89.9FM, and
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Executives Find Hope in a Slow Economy from One of the Best New Business Books of 2008

2008-08-17T00:19:00.000-07:00

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is receiving exceptional reviews from business executives, and changing business from the inside out.

The economy may have slowed for some, but executives who have learned the secrets of The Trusted Advocate are enjoying continued success.

Survival in a slow economy demands that companies maintain the loyalty of existing customers, while growing business with new customers, sometimes at the expense of the competition. Inspired by true events, and filled with stories to illustrate the process, The Trusted Advocate: Accelerate Success with Authenticity and Integrity is a blueprint for success.

“The Trusted Advocate: Accelerate Success with Authenticity and Integrity, by John Mehrmann, is not just a blueprint for sales success, it’s a blueprint for success in general.” Said Frank Niglia, Manager of US Consumer Affairs. “These concepts can be applied across any industry. A must read for anyone looking to take themselves to the next level.”

Each chapter of The Trusted Advocate: Accelerate Success with Authenticity and Integrity is designed to contain a story inspired by real events that shape common business and life challenges. The stories are supplemented by reflections on the theme, providing additional insight into the concepts and processes. Each chapter contains a short activity to personalize the theme for the individual business environment of the reader.

“Vance Baldwin is in a highly competitive market, with increasing demands, and decreasing margins. Our organization has successfully achieved significant growth, year-over-year, by consistently delivering value added integration and cutting edge ease of use for our clients. Powered by technology, and an unquenchable passion for precision performance, the value that we provide is based on listening to our customers and developing the tools that enable them to meet their business objectives. Our clients also exist in highly competitive environments. We know it, we listen to them, and we respond. Being a trusted advocate is more than just a good idea. It is a business strategy that creates priceless differentiation, fervently loyal customers, and bottom line results,” said Robert Coolidge, President of Vance Baldwin Electronics.

“The Trusted Advocate: Accelerate Success with Authenticity and Integrity is a must read for any business executive,” said Robert Coolidge. “This book belongs on the shelf next to Collins and Covey, and the practical principles should be applied across the organization. Put a copy in the hands of your employees to protect your customers and your profits.”

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available online from Amazon.com, Amazon. ca, BarnesAndNoble.com, Borders.com, and many other fine Booksellers online.

For more information on The Trusted Advocate: Accelerate Success with Authenticity and Integrity, please visit http://www.Trusted101.com