About Purpose is about your purpose.
Aim: Identify and articulate your purpose.
Arm: Shape yourself around your purpose.
Act: Achieve your purpose.
Articles
About Purpose regularly publishes articles on various topics designed to help you run your business better. Please feel free to copy, print and distribute them as you wish, but please acknowledge the source.
First you will find an Alphabetized list. Click on & for a summary from the Categorized list, below.
Some of the articles are available in MP3 format. To listen, click on the Player Icon or save to your own disk or MP3 Player. It looks like this: 
Alphabetized Table of Contents
Click on & for a summary = MP3 available Go To Categorized List
& 3 Secrets Of Influence - (4min 5 sec)
& 7 Deadly Sins - Envy - (3min 10 sec)
& 7 Deadly Sins - Greed and Gluttony - (4min 37 sec)
& 7 Deadly Sins - Lust - (6min 02 sec)
& 7 Deadly Sins - Pride - (3min 13 sec)
& 7 Deadly Sins - Sloth - (2min 50 sec)
& 7 Deadly Sins - Wrath - (4min 7 sec)
& A Bad Back Teaches Me Strategic Planning - (4min 54sec)
& Aim, Arm, Act - (5min 48sec)
& Back to Normal - Reflections on September 11 - (2min 57sec)
& Before the Storm - Pruning in Business - (3min 53sec)
& Black Hole of Sales - (3 min)
& Blessing of Receiving - (2min 12sec)
& Book Report - The Human Equation - (8min 15 sec)
& Building Consensus - (9min 45 sec)
& Business Advice - (3min 21 sec)
& Buying on Price in a Slow Economy - (3min 30 sec)
& Caught Red Handed - On Taking Responsibility - (5min 43 sec)
& CEO Compensation - (3min 36sec)
& Coaching for Fitness - (3min 7sec)
& Company Policy - It's All About Purpose
& Corporate Giving - Small Business Style
& Customers First - (3min 49sec)
& Develop & Maintain High Performance Employees
& Don't Wait Too Long - (2min 30sec)
& Double The Benefits - (3min 42sec)
& Encouragers in Discouraging Times
& Ethics Gap - (3min 49sec)
& Four Words to Change your Life - Personality Styles
& Freedom of Employment-at-Will
& From Change to Growth - Coping with Change
& From Whence Did You Come (3min 20 sec)
& Getting There is Half the Fun (But only half)
& Hard Numbers for Hard Times - Financial Ratios
& Hiring Tips, Notes from a Prison Visit
& How to Disagree Without Being Disagreeable
& How to Ride an Upturn - (2min 32sec)
& Infernal Triangle - Communications Killer
& Instinct: An Overlooked Business Tool - (3min 20sec)
& Inter-group Conflict Resolution
& Lessons in Mission, The Sequel
& Lying and Cheating - Are They Ever Right?
& Making the Competition Irrelevant
& Manage People, Manage Conflict, Part 1
& Manage People, Manage Conflict, Part 2
& Marketing - Hard Knocks Lessons
& Marketing Flash! Actions Speak Louder than Words
& Me First is Rarely Good for Business - (6 min)
& Nice Guys (Gals) Finish Last - (5 min)
& No Time for Time Management - (4min 50sec)
& One at a Time, Starting With Me - (3min, 2sec)
& On New Babies and Old Business
& On What Do You Bias Your Opinion?
& Patience is a Virtue - and it Pays Off!
& Performance Appraisal: Part of Performance Management
& Physician, Heal Thyself - Setting Effective Goals
& Playing by the Wrong Rules, Playing the Wrong Game - (2min 44 sec)
& Position Descriptions 101 - (4 min)
& PR For the Little Guy - (4 min)
& Questioning - THE Essential Business Skill - (4 min)
& Revisiting the E-Myth Revisited - (2min 20 sec)
& Sleepless in the Saddle - The Boss Syndrome? - (3min 26 sec + testimony)
& Something Bigger, Something Better
& Strategic Planning - The Creative Side
& The Art of the Apology - (2min 10 sec)
& The IRS is NOT a Bank - (4min 30 sec)
& THE Key Question - Marketing with a Focus
& The Plank in Your Own Eye - Self Empowerment
& The Results of Poor Ethics - (2min 20 sec)
& There are Measures...and Measures - Non Financial Ratios
& The Right People For Your Team - (2min 44 sec)
& Twitter or Twit? Social Networking Part 1 and Part 2
& Upside Down Strategic Planning - (3 min 48 sec)
& What Color is a Birch Tree? Learning to Really See
& What You See is What You Get
& World Series for Entrepreneurs
& You Can Be Proactive About Ethics
Categorized Table of Contents
Click on any category below to take you to summarized list of articles in that category. Then click on the title to bring you to the alphabetized list and the article link.
Business Analysis Contingency Planning Customer Service Entrepreneurship
Ethics Goal Setting Leadership Management/HR Marketing Personal Growth
“Before the Storm Comes: Pruning in Business” – Consider how to avoid and respond to disasters before they occur by analyzing your business’s health. Find out how to be strong enough to weather storms.
“From Change to Growth: A New Look at Coping with Change” – Whatever our title, if we are in a leadership position, our job is to grow people. A practical way for us to help our employees and coworkers to deal more easily with change is by making a subtle shift in our thinking from change to growth. I suggest ways to challenge your own thoughts and attitudes and reawaken your passion.
“Choose Your Battles” – No organization exists without strife. The successful ones choose their battles carefully, focusing their competencies on the truly important. I provide a list to help you decide which battles to fight.
“Problem Solving Worksheet” – This is a useful worksheet for deciding how much a problem is worth. Work through the numbers to give you an estimate of what value of resources ought to go into solving the problem.
“Getting There Is Half the Fun (But Only Half)” – Taking your business in new directions can be an exciting and profitable risk, but you must be aware of the caveats. I provide four points on new business and four subsequent action steps to help you decide what is worthwhile for your business.
“Goal Setting” – Put some serious thinking into what your core goals are. I relate Maslow’s Hierarchy of Needs to the process of goal setting, and conclude that your life must be goal-driven rather than need-driven. To get at the core values that truly guide your life, turn aside, ask questions, stop and listen, speak it, and then set your goals.
“Intergenerational Dialogue – Essential Tool for Today’s Planning” – Intergenerational Dialogue is a powerful and dynamic tool which enriches any planning process. Intentionally gather the members of five generations (Civics, Silents, Boomers, 13ers, and Millenials) for the purpose of gaining insight and providing direction around specific issues or events.
“Lessons in Mission” – I use my wife’s upcoming trip to Tanzania to show that our mission should drive our business activities. Seek out experts to help you narrow your mission and focus your actions. Finally, prepare and set goals and expect those goals to be accomplished as you act on your mission.
“Lessons in Mission – The Sequel” – The successful launch of a new business venture and the long-term health of a company, as I learned from my wife’s trip to Africa, depends on two things. First, live with the pain while you focus on longer-term solutions over short-term fixes. Second, look first at the highest level of intervention to help you focus on the cause rather than the effect. Back to Top
“Lives in the Balance” – Good leadership requires balance. If you are working 60-80 hours per week for more than a short period to accomplish a specific goal, then you are out of balance. Other symptoms are lack of clear direction, ineffectiveness, burnout, and cognitive dissonance. I suggest remedies to get your life back into balance.
“Non-Financial Ratios” – Identify the key measures that gauge the success of your business. Some examples are repeat to new customer ratio, new customers to total customers, prospect to bid, sale to delivery, and quality measures. Spend the time analyzing what is key to the success of your business, then measure and monitor it.
“Patience is a Virtue, and It Pays Off!” – Patience plus persistence brings results. This is especially evident in the areas of marketing, staff development, hiring, product/service improvement, and overcoming procrastination. Take others’ advice and see how patience pays off.
“Hard Times Call for Hard Numbers – Using Financial Ratios” – Get a solid handle on your finances using key financial ratios. No one knows your business better than you, so you need to understand and use your financial data. I identify ratios that will help you and show you how to use them.
“Self Evaluation” – How often do you perform self-evaluation in your business? How often do you take even a few moments to examine your delivery – good or bad – and take purposeful lessons from what you’ve learned? I suggest several methods of self-evaluation to help you learn about the good and the bad in your business.
“The Key Question: Marketing Essentials” – The key question that most often trips up leaders is this: “Why, specifically, would someone buy your product, engage your service, attend your event, or frequent your establishment rather than that of your competitors?” The key element of success in business is your ability to differentiate your product or service in a way that the prospective user can readily see that your product or service is THE answer to his or her need. Back to Top
“What You See Is What You Get” – Clearly articulating and visualizing the end results is a powerful tool in the business person’s toolkit. I look at what this real-life truth is and how it works. I then apply this to your business and suggest practical steps for you to implement strategic business leadership in your business today.
“World Series for Entrepreneurs” – I share some observations from watching the World Series that apply to all entrepreneurs. You can go up against the big guys and win. Only your best people will get the job done. There’s a little bit of luck in every big win.
“A Bad Back Teaches Me About Strategic Planning” – Overcome your weaknesses and turn them into opportunities for learning and growth. Do this by knowing your vulnerabilities, listening to the warnings, asking for help, learning to “phase” projects, planning time for recovery, and using your recovery constructively. Back to Top
“Planning for the Unplanned” – I encourage you to create a contingency plan for an unplanned exit of you or a key employee. Depending on the size and complexity of your organization, and the shape in which you find the three following areas, you should be able to put this plan into writing in one or two days. To get started, focus your attention on three critical areas: Strategic Plans, Operations, and Relationships.
“Before the Storm Comes: Pruning in Business” – Consider how to avoid and respond to disasters before they occur by analyzing your business’s health. Find out how to be strong enough to weather storms.
“A Death in the Family” – I extracted three business principles about enabling your business to survive without you from my mother’s recent death. The first is preparation – it is important to have an exit strategy, a succession plan, and a disaster procedure in place. Goal awareness and people support are also important for your business.
"Don't Wait Too Long" - The best defense against addressing problems too late to be able to solve them is to create "trigger points" in your Strategic Plan. Most costly problems come from acting too late to solve them in an effective and efficient manner. Get ahead of the "wait too long" syndrome.
“Customers First” – My recent move has shown me the good, the bad and the ugly about customer service. How does your company do at customer service? Do you put your customer first? Are your policies designed with your customer in mind? Is your staff trained to do right by customers?
“Black Hole of Sales ” – Countless sales are lost every day to this major mistake with a simple fix. Read and then patch up your organization's Black Hole.
“Getting There Is Half the Fun (But Only Half)” – Taking your business in new directions can be an exciting and profitable risk, but you must be aware of the caveats. I provide four points on new business and four subsequent action steps to help you decide what is worthwhile for your business.
“Instinct: An Overlooked Business Tool” – Instinct is a powerful tool that some people seem to have naturally. But you can develop instinct. It's made up of clear personal and organizational goals, knowledge and experience, and accurate data
“Lessons in Mission – The Sequel” – The successful launch of a new business venture and the long-term health of a company, as I learned from my wife’s trip to Africa, depends on two things. First, live with the pain while you focus on longer-term solutions over short-term fixes. Second, look first at the highest level of intervention to help you focus on the cause rather than the effect. Back to Top
“Physician, Heal Thyself: Setting Effective Goals” – Set and meet goals that will help you accomplish your dreams by asking yourself questions. What do you want to be when you grow up? What do your goals look like? To whom are you accountable? Do you have the resources to meet your goals? Rating yourself on these questions will give you an idea of where you will be next year.
“Revisiting the E-Myth Revisited” – Are you overwhelmed about finances, people, or market share? Are you too worried to enjoy your business? If so, you need to revisit The E-Myth Revisited. It just may give you the help you need.
“Strategic Partnerships” – I explore some levels of strategic partnerships and give you my abbreviated view of their WHAT, WHY, and HOW. In the process, I think you will find that there are opportunities for you and your customers that you simply cannot pass up. We can improve our ability to serve our customers through building relationships with others, improving customer satisfaction, increasing market share and broadening our own contacts for the future.
“The Key Question: Marketing Essentials” – The key question that most often trips up leaders is this: “Why, specifically, would someone buy your product, engage your service, attend your event, or frequent your establishment rather than that of your competitors?” The key element of success in business is your ability to differentiate your product or service in a way that the prospective user can readily see that your product or service is THE answer to his or her need.
“World Series for Entrepreneurs” – I share some observations from watching the World Series that apply to all entrepreneurs. You can go up against the big guys and win. Only your best people will get the job done. There’s a little bit of luck in every big win.
“Playing by the Wrong Rules, Playing the Wrong Game” – If you run your business along the edge of legality, morality or ethics, then you are working someone else’s agenda and letting them create the rules for you. It is your choice to surrender to that kind of extortion, or to play a different game with different rules. Have the fortitude to step out of line and redefine the marketplace. Create a new value promise in your industry. Take back your own self-respect and realize your goal of working for yourself, not “them.”
“The Blessings of Receiving” – Improve your ability to receive, and you will bless the giver. Notice how others give of themselves and thank them. Back to Top
“Caught! Red-Handed” – Receiving a ticket for expired license plate tabs caused me to reflect on the importance of personal responsibility. Proactively, know what your responsibilities are and plan for them. Go beyond what you have to do and begin planning for what would be right to do. Reactively, taking responsibility is the ethical and moral high ground.
“Corporate Giving – Small Business Style” – Corporate giving is not just for the big companies with philanthropy departments and separate foundations. Small business owners find they can give a great deal – and receive a great deal back in return.
“Ethics Gap” – The bottom line of your business is impacted by your every day ethics practices - or omissions. If you want to improve profits, productivity, and revenue, look at the way you conduct business first.
“The Freedom of Employment at Will” – The Employment-at-Will doctrine gives employers great freedom in hiring and dismissing employees, but with that freedom comes responsibility. Employers must choose to hire or outsource, to replace or plan successions, to avoid or be assertive about confrontations, and to spend or invest.
“Playing Golf with Grace” – By comparing two fellow golf players, I came up with four lessons that will help everyone in business. Strive for an even keel; never take yourself too seriously; dispense grace whenever you can; and see every opportunity as a chance to grow. These lessons will help you treat yourself and others better and will improve the way others see you.Back to Top
“The Infernal Triangle – Communication Killer” – The Infernal Triangle is when people talk to someone else about their problems rather than addressing the source. This is debilitating to the workplace, but I give advice on how to stop it when it occurs and how to proactively build a culture which does not support it.
“Lives in the Balance” – Good leadership requires balance. If you are working 60-80 hours per week for more than a short period to accomplish a specific goal, then you are out of balance. Other symptoms are lack of clear direction, ineffectiveness, burnout, and cognitive dissonance. I suggest remedies to get your life back into balance.
“Lying and Cheating – Are They Ever Right?” – A baseball game containing a controversial call highlights the prevalence of lying and cheating in our world today. These practices are harmful to the workplace in many ways and I suggest how you can prevent them in your workplace.
“Minnesota Nice Ain’t Nice” – Minnesota Nice is the cause of a great deal of interpersonal problems, conflict, misunderstanding and even animosity. It is disrespectful and counterproductive to effective relationships and task accomplishment. I offer common communication errors and their corresponding remedies.
“On What Do You Bias Your Opinion?” – Become the kind of leader others trust to make constant, right decisions over time. Do this by knowing yourself, being forthright, challenging your every action, and really listening to others’ reactions. This will ensure that your actions are consistent with what you say you believe.Back to Top
“One at a Time, Starting with Me” – If there is to be ethics improvements in the marketplace, they are going to start with me - one at a time. I make a case for taking personal responsibility and challenge the reader to take action rather than complain.
“Patience is a Virtue, and It Pays Off!” – Patience plus persistence brings results. This is especially evident in the areas of marketing, staff development, hiring, product/service improvement, and overcoming procrastination. Take others’ advice and see how patience pays off.
“The Plank in Your Own Eye: Self Empowerment” – The emotions we experience come from our own expectations or beliefs about the interaction or situation. This is empowering because it means we have complete control over our reactions to situations, but we must take responsibility for our emotions rather than blaming others. I list practical applications that will increase your own effectiveness and satisfaction in your relationships, your business, your studies, etc.
“The Power of the Tongue” – The tongue has great power, so examine your communication. Listen to your own words, or better yet, find some trusted friend to give you honest feedback about how you come across. Listen to your employees’ words and attitudes. There’s a good chance that they are mirroring your own. Back to Top
“You Can Be Proactive About Ethics” – Most of the ethics troubles people get into happen because they just didn’t see it coming, which is a danger for all of us. This article suggests a proactive approach to ethics. Are there situations at work that could eventually lead to you or others making bad choices because you haven’t thought things out ahead of time? Isn’t it time you got proactive about ethics?
“The Results of Poor Ethics” – A survey of business people on unethical practices leads to a discussion of fear and inadequacy. Focus on being the best and you won't have to bend the rules to play the game.
“Self Evaluation” – How often do you perform self-evaluation in your business? How often do you take even a few moments to examine your delivery – good or bad – and take purposeful lessons from what you’ve learned? I suggest several methods of self-evaluation to help you learn about the good and the bad in your business.
“Something Bigger, Something Better” – There is a “quiet revolution” among certain businesses to make a difference in the world by doing good. Researchers find a clear link between companies’ passion for doing good and a whole host of metrics such as employee satisfaction, productivity, financial stability, etc. I suggest some steps you can take to make a difference in your corner of the world.
“Playing by the Wrong Rules, Playing the Wrong Game” – If you run your business along the edge of legality, morality or ethics, then you are working someone else’s agenda and letting them create the rules for you. It is your choice to surrender to that kind of extortion, or to play a different game with different rules. Have the fortitude to step out of line and redefine the marketplace. Create a new value promise in your industry. Take back your own self-respect and realize your goal of working for yourself, not “them.”
“Sleepless in the Saddle” – Sleepless nights, stressful days: sure signs of lack of clear purpose in your life. This message may be a bit controversial for some, but argues that there is a spiritual purpose to our life and our work. Without knowing and embracing it, we will always experience the negative effects of stress.
“Aim, Arm, Act” – The Aim, Arm, Act© cycle involves clearly articulating your purpose, shaping to fit your purpose, and following through and achieving your purpose. Evaluation and redirection take place afterward if necessary.
“Back to Normal: Reflections on 9-11” – The world has changed and “going back to normal” is unwise. Embrace the changes by re-examining and writing down your own driving goal in life, surveying your activities in light of that goal, and resolving today to strike a new balance.
“Focus on Your Focus” – Simplify your New Year’s Resolutions by focusing only on what is really important. Articulate your main purpose in life, identify the steps you need to take to get there, and eliminate distractions.
“Goal Setting” – Put some serious thinking into what your core goals are. I relate Maslow’s Hierarchy of Needs to the process of goal setting, and conclude that your life must be goal-driven rather than need-driven. To get at the core values that truly guide your life, turn aside, ask questions, stop and listen, speak it, and then set your goals.Back to Top
“Lessons in Mission” – I use my wife’s upcoming trip to Tanzania to show that our mission should drive our business activities. Seek out experts to help you narrow your mission and focus your actions. Finally, prepare and set goals and expect those goals to be accomplished as you act on your mission.
“What You See Is What You Get” – Clearly articulating and visualizing the end results is a powerful tool in the business person’s toolkit. I look at what this real-life truth is and how it works. I then apply this to your business and suggest practical steps for you to implement strategic business leadership in your business today.
“A Death in the Family” – I extracted three business principles about enabling your business to survive without you from my mother’s recent death. The first is preparation – it is important to have an exit strategy, a succession plan, and a disaster procedure in place. Goal awareness and people support are also important for your business.
“Absolutely Essential New Year’s Resolutions” – Conduct yourself as if this were your last week on earth. Make a significant difference in someone’s life and in your community. Be authentic and caring with the people around you. Finally, give something that matters to you away.
“Physician, Heal Thyself: Setting Effective Goals” – Set and meet goals that will help you accomplish your dreams by asking yourself questions. What do you want to be when you grow up? What do your goals look like? To whom are you accountable? Do you have the resources to meet your goals? Rating yourself on these questions will give you an idea of where you will be next year.
“Write It Down” - The lack of written documentation is the bane of many businesses - resulting in lost revenue, poor morale, misdirected efforts, and financial and legal catastrophes. Check your documentation today.
"3 Secrets to Improving Your Leadership" – A simple model of influence teaches us how we can be more effective in influencing those around us and the systems in which we find ourselves.
“Assignment: Book Report” – The Human Equation, Putting People First (by Jeffrey Pfeffer, Harvard Business School Press, 1998) can help you implement High Performance Management Systems by giving wise advice on downsizing avoidance, compensation systems, and unions. It debunks myths of conventional wisdom and changes the perspective with which you view your people.
"CEO Compensation” – What should a CEO make? Wrong question. CEO compensation communicates organizational values and culture. What does your compensation say to your employees, customers and investors?
“How to Build Consensus” – Recognize your purpose for building consensus: selling, marketing, or strategic planning. Understand what consensus is and methods of building consensus, both informal and formal. The most important thing in building consensus is to be clear about your objectives and to use those methods which accomplish your goals. Back to Top
“From Whence Did You Come? ” – A discussion on the importance of preserving and celebrating the past as a way to encourage and staf focused.
“Instinct: An Overlooked Business Tool” – Instinct is a powerful tool that some people seem to have naturally. But you can develop instinct. It's made up of clear personal and organizational goals, knowledge and experience, and accurate data
“Caught! Red-Handed” – Receiving a ticket for expired license plate tabs caused me to reflect on the importance of personal responsibility. Proactively, know what your responsibilities are and plan for them. Go beyond what you have to do and begin planning for what would be right to do. Reactively, taking responsibility is the ethical and moral high ground.
“From Change to Growth: A New Look at Coping with Change” – Whatever our title, if we are in a leadership position, our job is to grow people. A practical way for us to help our employees and coworkers to deal more easily with change is by making a subtle shift in our thinking from change to growth. I suggest ways to challenge your own thoughts and attitudes and reawaken your passion.
“Choose Your Battles” – No organization exists without strife. The successful ones choose their battles carefully, focusing their competencies on the truly important. I provide a list to help you decide which battles to fight.
“Delegation Primer” – Delegation is best used with careful planning and consideration. To delegate effectively, you need to be aware of the levels of delegation (i.e. Act, Then Inform) and the rules of delegation (i.e. setting clear limitations).
“Encouragers in Discouraging Times” – One role of a leader is to offer encouragement in discouraging times. The four encourager styles (Cheer Leader, Consultant, Coach, and Change Agent) are specific to different situational needs and your personal leadership abilities. Choose how you can best contribute to the restoration of hope and move people to productive, constructive action.
“The Freedom of Employment at Will” – The Employment-at-Will doctrine gives employers great freedom in hiring and dismissing employees, but with that freedom comes responsibility. Employers must choose to hire or outsource, to replace or plan successions, to avoid or be assertive about confrontations, and to spend or invest.
“Group Facilitation” – To facilitate a group well, get thoroughly ready by thinking through its purpose, participants, preparations, publicity, and process. I also provide a list of techniques to help you facilitate the actual meeting, run it smoothly, and accomplish its outcomes. Back to Top
“Develop and Maintain High Performance Employees” – For most, dealing with employee performance issues such as conflict, poor performance, or even positive feedback is a daunting task. I give you four simple steps to develop and maintain high performance employees: write, check, record, and reward. Do this for all employees and in all situations and you will build a high performance workplace.
“Hiring Success – Notes from a Prison Visit” – The most successful hires come from careful observation of candidates' work and personal attitudes and behaviors. Hone those observational skills in yourself. Also use your staff, your work, the interview, the CEO, and a social setting. This will help you hire for attitude but train for skill.
“Lives in the Balance” – Good leadership requires balance. If you are working 60-80 hours per week for more than a short period to accomplish a specific goal, then you are out of balance. Other symptoms are lack of clear direction, ineffectiveness, burnout, and cognitive dissonance. I suggest remedies to get your life back into balance.
“Manage People, Manage Conflict – Part 1” – If leaders do a good job managing the workplace and employees, managing conflict will no longer be a problem. We can’t manage people, but we can manage expectations, emotions, policy and procedure, and rewards and punishments. Create an environment in which people are empowered and encouraged to do the best job possible both for the organization and themselves.
“Manage People, Manage Conflict – Part 2” – The three biggest enemies of constructive conflict resolution are ignorance, poor skills, and lack of a safe forum for creative disagreement. I suggest ways to overcome these and instead create an atmosphere in which people will openly welcome conflict and use it wisely.
"Me First is Rarely a Good Business Idea ” – Should business owners pay themselves first? This article challenges some "common wisdom" and you should know the answers!
“Minnesota Nice Ain’t Nice” – Minnesota Nice is the cause of a great deal of interpersonal problems, conflict, misunderstanding and even animosity. It is disrespectful and counterproductive to effective relationships and task accomplishment. I offer common communication errors and their corresponding remedies.
“Nice Guys (Gals) Finish Last” – Many supervisors avoid giving direct feedback because it doesn't seem "nice." This article not only refutes that statement but gives step by step instructions for giving effective feedback which truly supports the employee.
“No Time for Time Management? Read This” – Get a grip on your time use by focusing on effectiveness, efficiency, and delegation. Keep your purpose firmly in mind and refuse to be sidetracked by anything else. Be ruthless about being efficient. Help other people do the right things right.
“On What Do You Bias Your Opinion?” – Become the kind of leader others trust to make constant, right decisions over time. Do this by knowing yourself, being forthright, challenging your every action, and really listening to others’ reactions. This will ensure that your actions are consistent with what you say you believe. Back to Top
“Performance Appraisal: Part of Good Performance Management” – There is a raging debate on performance appraisals, their use, their reliability and their effect on both the individual and the organization. I define performance appraisal and describe what it can and cannot do. Then I list steps to healthy performance management and common pitfalls to avoid.
“Questioning - THE Essential Business Skill ” – Four examples of effective questions and how they improve the workplace, your relationships, even politics.
“The Plank in Your Own Eye: Self Empowerment” – The emotions we experience come from our own expectations or beliefs about the interaction or situation. This is empowering because it means we have complete control over our reactions to situations, but we must take responsibility for our emotions rather than blaming others. I list practical applications that will increase your own effectiveness and satisfaction in your relationships, your business, your studies, etc.
“The Power of the Tongue” – The tongue has great power, so examine your communication. Listen to your own words, or better yet, find some trusted friend to give you honest feedback about how you come across. Listen to your employees’ words and attitudes. There’s a good chance that they are mirroring your own.
“Self Evaluation” – How often do you perform self-evaluation in your business? How often do you take even a few moments to examine your delivery – good or bad – and take purposeful lessons from what you’ve learned? I suggest several methods of self-evaluation to help you learn about the good and the bad in your business.
“Three Types of People” – A eulogy at a funeral points up some very challenging thoughts about the type of people we are. There are the wall-flowers, the rock stars and the servant leaders. Which one are you?
“The Right People for Your Team ” – Here are four key factors to consider when building a team that you can count on to be effective and supportive of your mission and vision.
“What You See Is What You Get” – Clearly articulating and visualizing the end results is a powerful tool in the business person’s toolkit. I look at what this real-life truth is and how it works. I then apply this to your business and suggest practical steps for you to implement strategic business leadership in your business today.
“What Color is a Birch Tree?” – A birch tree is far more than merely white, but it takes deeper looking to see beyond the initial perception. Begin to really look at others, ask questions, and expose yourself to new things by taking a risk. The result will be a widening of your eyes and a change in your attitude.
“The Blessings of Receiving” – Improve your ability to receive, and you will bless the giver. Notice how others give of themselves and thank them. Back to Top
“Assignment: Book Report” – The Human Equation, Putting People First (by Jeffrey Pfeffer, Harvard Business School Press, 1998) can help you implement High Performance Management Systems by giving wise advice on downsizing avoidance, compensation systems, and unions. It debunks myths of conventional wisdom and changes the perspective with which you view your people.
“Double The Benefits” – There are ways to get added benefit out of everything you do. Here are some examples. How can you reap "double benefits" in your activities?
“How to Build Consensus” – Recognize your purpose for building consensus: selling, marketing, or strategic planning. Understand what consensus is and methods of building consensus, both informal and formal. The most important thing in building consensus is to be clear about your objectives and to use those methods which accomplish your goals.
“From Change to Growth: A New Look at Coping with Change” – Whatever our title, if we are in a leadership position, our job is to grow people. A practical way for us to help our employees and coworkers to deal more easily with change is by making a subtle shift in our thinking from change to growth. I suggest ways to challenge your own thoughts and attitudes and reawaken your passion.
“Choose Your Battles” – No organization exists without strife. The successful ones choose their battles carefully, focusing their competencies on the truly important. I provide a list to help you decide which battles to fight.
“Delegation Primer” – Delegation is best used with careful planning and consideration. To delegate effectively, you need to be aware of the levels of delegation (i.e. Act, Then Inform) and the rules of delegation (i.e. setting clear limitations). Back to Top
“Encouragers in Discouraging Times” – One role of a leader is to offer encouragement in discouraging times. The four encourager styles (Cheer Leader, Consultant, Coach, and Change Agent) are specific to different situational needs and your personal leadership abilities. Choose how you can best contribute to the restoration of hope and move people to productive, constructive action.
“Playing Golf with Grace” – By comparing two fellow golf players, I came up with four lessons that will help everyone in business. Strive for an even keel; never take yourself too seriously; dispense grace whenever you can; and see every opportunity as a chance to grow. These lessons will help you treat yourself and others better and will improve the way others see you.
“Group Facilitation” – To facilitate a group well, get thoroughly ready by thinking through its purpose, participants, preparations, publicity, and process. I also provide a list of techniques to help you facilitate the actual meeting, run it smoothly, and accomplish its outcomes.
“Develop and Maintain High Performance Employees” – For most, dealing with employee performance issues such as conflict, poor performance, or even positive feedback is a daunting task. I give you four simple steps to develop and maintain high performance employees: write, check, record, and reward. Do this for all employees and in all situations and you will build a high performance workplace.
“Hiring Success – Notes from a Prison Visit” – The most successful hires come from careful observation of candidates' work and personal attitudes and behaviors. Hone those observational skills in yourself. Also use your staff, your work, the interview, the CEO, and a social setting. This will help you hire for attitude but train for skill.
“The Infernal Triangle – Communication Killer” – The Infernal Triangle is when people talk to someone else about their problems rather than addressing the source. This is debilitating to the workplace, but I give advice on how to stop it when it occurs and how to proactively build a culture which does not support it.
“Intergroup Conflict Resolution” – When groups battle each other (i.e. Sales vs. Customer Service), the company suffers. I describe a process that can help the groups work through that conflict and at the same time help to focus the organization on a stronger, brighter future. If the groups seriously work through six steps, they will restore the organization to productivity, if not satisfaction. Back to Top
“Manage People, Manage Conflict – Part 1” – If leaders do a good job managing the workplace and employees, managing conflict will no longer be a problem. We can’t manage people, but we can manage expectations, emotions, policy and procedure, and rewards and punishments. Create an environment in which people are empowered and encouraged to do the best job possible both for the organization and themselves.
“Manage People, Manage Conflict – Part 2” – The three biggest enemies of constructive conflict resolution are ignorance, poor skills, and lack of a safe forum for creative disagreement. I suggest ways to overcome these and instead create an atmosphere in which people will openly welcome conflict and use it wisely.
Me First is Rarely a Good Business Idea ” – Should business owners pay themselves first? This article challenges some "common wisdom" and you should know the answers!
“Minnesota Nice Ain’t Nice” – Minnesota Nice is the cause of a great deal of interpersonal problems, conflict, misunderstanding and even animosity. It is disrespectful and counterproductive to effective relationships and task accomplishment. I offer common communication errors and their corresponding remedies.
“No Time for Time Management? Read This” – Get a grip on your time use by focusing on effectiveness, efficiency, and delegation. Keep your purpose firmly in mind and refuse to be sidetracked by anything else. Be ruthless about being efficient. Help other people do the right things right.
“On What Do You Bias Your Opinion?” – Become the kind of leader others trust to make constant, right decisions over time. Do this by knowing yourself, being forthright, challenging your every action, and really listening to others’ reactions. This will ensure that your actions are consistent with what you say you believe.
“Patience is a Virtue, and It Pays Off!” – Patience plus persistence brings results. This is especially evident in the areas of marketing, staff development, hiring, product/service improvement, and overcoming procrastination. Take others’ advice and see how patience pays off.
“Performance Appraisal: Part of Good Performance Management” – There is a raging debate on performance appraisals, their use, their reliability and their effect on both the individual and the organization. I define performance appraisal and describe what it can and cannot do. Then I list steps to healthy performance management and common pitfalls to avoid.
“The Plank in Your Own Eye: Self Empowerment” – The emotions we experience come from our own expectations or beliefs about the interaction or situation. This is empowering because it means we have complete control over our reactions to situations, but we must take responsibility for our emotions rather than blaming others. I list practical applications that will increase your own effectiveness and satisfaction in your relationships, your business, your studies, etc. Back to Top
“The Power of the Tongue” – The tongue has great power, so examine your communication. Listen to your own words, or better yet, find some trusted friend to give you honest feedback about how you come across. Listen to your employees’ words and attitudes. There’s a good chance that they are mirroring your own.
“Four Words to Change Your Life” – I encourage you to find out your personality style using DISC and then to take care that you don’t over do it. Knowing the strengths and weaknesses of your style and using it wisely will help you to become more effective in your interactions with people.
“Successful Negotiations” – I provide a brief summary of Fisher and Ury’s work in Getting to Yes: Negotiating Agreement without Giving In.” The four points to principled negotiation I describe will make you a better negotiator immediately. You will see both short and long term improvements in negotiation outcomes.
“The IRS is NOT a Bank” - While this seems obvious, this article is written to address the myriad of small business owners who are in trouble because they have fallen behind on their payroll taxes. Here are steps you can take to be sure you won't fall into using the IRS to float your cash flow.
“Write It Down” - The lack of written documentation is the bane of many businesses - resulting in lost revenue, poor morale, misdirected efforts, and financial and legal catastrophes. Check your documentation today.
“Position Descriptions 101” - Everyone knows what a position description is supposed to look like, but very few know the power of including competencies in them. This article describes the benefits of competencies and provides an example so that you can begin rewriting your position descriptions.
"Buying On Price in a Slow Economy" - When customers buy on price, here are some steps you can take to position yourself for the sale.
“Double The Benefits” – There are ways to get added benefit out of everything you do. Here are some examples. How can you reap "double benefits" in your activities?
“Fishing in the Weeds” – I use fishing as an analogy to attracting and keeping customers. Find where the customers are, work hard for them, use the right bait, have patience, and treat your customers so that they will keep coming back.
“Marketing – Hard Knocks Lessons” – Include a variety of approaches in your marketing strategy. Have a marketing plan and follow it up well. I also describe other truisms in marketing that should help you as you think about positioning and expanding your business, service or product.
"Marketing Flash! Actions Speak Louder than Words" - If your marketing message, though well crafted and executed, isn't getting across, take a close look at whether you are doing something that counters your marketing.
"PR for the Little Guy (Gal)" - 3 Steps you can take to launch an effective PR effort in your small business. Starting today.
"Twitter or Twit? Social Networking for Small Business, Part 1" - Is social networking a passing fad or is it an important tool for small organizations? Part 1 of this two part series examines the goals of social networking. Part 2 discusses how to use the various social networking methods to achieve your strategic goals.
“Strategic Partnerships” – I explore some levels of strategic partnerships and give you my abbreviated view of their WHAT, WHY, and HOW. In the process, I think you will find that there are opportunities for you and your customers that you simply cannot pass up. We can improve our ability to serve our customers through building relationships with others, improving customer satisfaction, increasing market share and broadening our own contacts for the future. Back to Top
“Four Words to Change Your Life” – I encourage you to find out your personality style using DISC and then to take care that you don’t over do it. Knowing the strengths and weaknesses of your style and using it wisely will help you to become more effective in your interactions with people.
“Successful Negotiations” – I provide a brief summary of Fisher and Ury’s work in Getting to Yes: Negotiating Agreement without Giving In.” The four points to principled negotiation I describe will make you a better negotiator immediately. You will see both short and long term improvements in negotiation outcomes.
“The Key Question: Marketing Essentials” – The key question that most often trips up leaders is this: “Why, specifically, would someone buy your product, engage your service, attend your event, or frequent your establishment rather than that of your competitors?” The key element of success in business is your ability to differentiate your product or service in a way that the prospective user can readily see that your product or service is THE answer to his or her need.
“7 Deadly Sins in Business - Greed and Gluttony ” – “This is a business newsletter, what do I care about The 7 Deadly Sins?” Read on. Because those 7 Deadly Sins that most of us grew up hearing about will destroy a business just as fast as they are said to destroy our lives. These next several months this newsletter will answer why you really should care about The 7 Deadly Sins in your workplace.
See also:
“7 Deadly Sins in Business - Lust ”
“7 Deadly Sins in Business - Sloth ”
“7 Deadly Sins in Business - Wrath ”
“The Art of the Apology ” – Two important aspects of interpersonal communication: Why Apologize and How to Apologize. Actual news stories illustrate this vital skill.
“What Color is a Birch Tree?” – A birch tree is far more than merely white, but it takes deeper looking to see beyond the initial perception. Begin to really look at others, ask questions, and expose yourself to new things by taking a risk. The result will be a widening of your eyes and a change in your attitude.
"Business Advice: Seek it Even if You Don't Take it” – We are surrounded by good people who could save us time, money and headaches, yet we frequently don't use them. Do you regularly seek advice before you make decisions? Build up and use your resource base.
“The Blessings of Receiving” – Improve your ability to receive, and you will bless the giver. Notice how others give of themselves and thank them.
“Caught! Red-Handed” – Receiving a ticket for expired license plate tabs caused me to reflect on the importance of personal responsibility. Proactively, know what your responsibilities are and plan for them. Go beyond what you have to do and begin planning for what would be right to do. Reactively, taking responsibility is the ethical and moral high ground. Back to Top
“From Change to Growth: A New Look at Coping with Change” – Whatever our title, if we are in a leadership position, our job is to grow people. A practical way for us to help our employees and coworkers to deal more easily with change is by making a subtle shift in our thinking from change to growth. I suggest ways to challenge your own thoughts and attitudes and reawaken your passion.
“Choose Your Battles” – No organization exists without strife. The successful ones choose their battles carefully, focusing their competencies on the truly important. I provide a list to help you decide which battles to fight.
“Corporate Giving – Small Business Style” – Corporate giving is not just for the big companies with philanthropy departments and separate foundations. Small business owners find they can give a great deal – and receive a great deal back in return.
“Encouragers in Discouraging Times” – One role of a leader is to offer encouragement in discouraging times. The four encourager styles (Cheer Leader, Consultant, Coach, and Change Agent) are specific to different situational needs and your personal leadership abilities. Choose how you can best contribute to the restoration of hope and move people to productive, constructive action.
“How to Disagree Without Being Disagreeable” – The art of carrying on a constructive conversation in the midst of disagreeable isn't an art. It is a matter of applying some simple skills and staying humble.
“Just Say, 'No.'” – The inability to say "no" seems to be so common, and yet it gets us into so much trouble. Here are some tips on saving yourself time, effort and stress by learning to say "no" to your boss, your co-workers, and even your loved ones.
“Instinct: An Overlooked Business Tool” – Instinct is a powerful tool that some people seem to have naturally. But you can develop instinct. It's made up of clear personal and organizational goals, knowledge and experience, and accurate data
“Playing Golf with Grace” – By comparing two fellow golf players, I came up with four lessons that will help everyone in business. Strive for an even keel; never take yourself too seriously; dispense grace whenever you can; and see every opportunity as a chance to grow. These lessons will help you treat yourself and others better and will improve the way others see you.
“Minnesota Nice Ain’t Nice” – Minnesota Nice is the cause of a great deal of interpersonal problems, conflict, misunderstanding and even animosity. It is disrespectful and counterproductive to effective relationships and task accomplishment. I offer common communication errors and their corresponding remedies. Back to Top
“Absolutely Essential New Year’s Resolutions” – Conduct yourself as if this were your last week on earth. Make a significant difference in someone’s life and in your community. Be authentic and caring with the people around you. Finally, give something that matters to you away.
“No Time for Time Management? Read This” – Get a grip on your time use by focusing on effectiveness, efficiency, and delegation. Keep your purpose firmly in mind and refuse to be sidetracked by anything else. Be ruthless about being efficient. Help other people do the right things right.
“On What Do You Bias Your Opinion?” – Become the kind of leader others trust to make constant, right decisions over time. Do this by knowing yourself, being forthright, challenging your every action, and really listening to others’ reactions. This will ensure that your actions are consistent with what you say you believe.
“Patience is a Virtue, and It Pays Off!” – Patience plus persistence brings results. This is especially evident in the areas of marketing, staff development, hiring, product/service improvement, and overcoming procrastination. Take others’ advice and see how patience pays off.
“The Plank in Your Own Eye: Self Empowerment” – The emotions we experience come from our own expectations or beliefs about the interaction or situation. This is empowering because it means we have complete control over our reactions to situations, but we must take responsibility for our emotions rather than blaming others. I list practical applications that will increase your own effectiveness and satisfaction in your relationships, your business, your studies, etc.
“The Power of the Tongue” – The tongue has great power, so examine your communication. Listen to your own words, or better yet, find some trusted friend to give you honest feedback about how you come across. Listen to your employees’ words and attitudes. There’s a good chance that they are mirroring your own.
“Self Evaluation” – How often do you perform self-evaluation in your business? How often do you take even a few moments to examine your delivery – good or bad – and take purposeful lessons from what you’ve learned? I suggest several methods of self-evaluation to help you learn about the good and the bad in your business.
“Something Bigger, Something Better” – There is a “quiet revolution” among certain businesses to make a difference in the world by doing good. Researchers find a clear link between companies’ passion for doing good and a whole host of metrics such as employee satisfaction, productivity, financial stability, etc. I suggest some steps you can take to make a difference in your corner of the world. Back to Top
“Four Words to Change Your Life” – I encourage you to find out your personality style using DISC and then to take care that you don’t over do it. Knowing the strengths and weaknesses of your style and using it wisely will help you to become more effective in your interactions with people.
“Playing by the Wrong Rules, Playing the Wrong Game” – If you run your business along the edge of legality, morality or ethics, then you are working someone else’s agenda and letting them create the rules for you. It is your choice to surrender to that kind of extortion, or to play a different game with different rules. Have the fortitude to step out of line and redefine the marketplace. Create a new value promise in your industry. Take back your own self-respect and realize your goal of working for yourself, not “them.”
“One at a Time, Starting with Me” – If there is to be ethics improvements in the marketplace, they are going to start with me - one at a time. I make a case for taking personal responsibility and challenge the reader to take action rather than complain.
“Coaching for Fitness” – Having a good business coach is a lot like having a physical fitness coach. There is no substitute for a professional who knows you, pushes you and holds you accountable.
“Sleepless in the Saddle” – Sleepless nights, stressful days: sure signs of lack of clear purpose in your life. This message may be a bit controversial for some, but argues that there is a spiritual purpose to our life and our work. Without knowing and embracing it, we will always experience the negative effects of stress.
“Three Types of People” – A eulogy at a funeral points up some very challenging thoughts about the type of people we are. There are the wall-flowers, the rock stars and the servant leaders. Which one are you?
“A Bad Back Teaches Me About Strategic Planning” – Overcome your weaknesses and turn them into opportunities for learning and growth. Do this by knowing your vulnerabilities, listening to the warnings, asking for help, learning to “phase” projects, planning time for recovery, and using your recovery constructively.
“Aim, Arm, Act” – The Aim, Arm, Act© cycle involves clearly articulating your purpose, shaping to fit your purpose, and following through and achieving your purpose. Evaluation and redirection take place afterward if necessary.
“Back to Normal: Reflections on 9-11” – The world has changed and “going back to normal” is unwise. Embrace the changes by re-examining and writing down your own driving goal in life, surveying your activities in light of that goal, and resolving today to strike a new balance.
“Business Advice: Seek it Even if You Don't Take it” – We are surrounded by good people who could save us time, money and headaches, yet we frequently don't use them. Do you regularly seek advice before you make decisions? Build up and use your resource base.
“Company Policy: It’s All About Purpose” – My standard answer to questions about setting company policy is that it’s all about purpose. Policy should always be preceded by a careful discussion of what you are trying to accomplish. Unless you take the time to clearly articulate the purpose for any policy and craft the wording so that it accomplishes the purpose, you will make bad policy.
"Don't Wait Too Long" - The best defense against addressing problems too late to be able to solve them is to create "trigger points" in your Strategic Plan. Most costly problems come from acting too late to solve them in an effective and efficient manner. Get ahead of the "wait too long" syndrome.
“Focus on Your Focus” – Simplify your New Year’s Resolutions by focusing only on what is really important. Articulate your main purpose in life, identify the steps you need to take to get there, and eliminate distractions.
“Getting There Is Half the Fun (But Only Half)” – Taking your business in new directions can be an exciting and profitable risk, but you must be aware of the caveats. I provide four points on new business and four subsequent action steps to help you decide what is worthwhile for your business.
“Goal Setting” – Put some serious thinking into what your core goals are. I relate Maslow’s Hierarchy of Needs to the process of goal setting, and conclude that your life must be goal-driven rather than need-driven. To get at the core values that truly guide your life, turn aside, ask questions, stop and listen, speak it, and then set your goals.
"How to Ride an Upturn" – Wouldn't it be a tragedy to survive the downturn, and begin to get new business, only to trip and fall during the upturn? Here are five steps to be sure you ride the upturn successfully.
“Intergenerational Dialogue – Essential Tool for Today’s Planning” – Intergenerational Dialogue is a powerful and dynamic tool which enriches any planning process. Intentionally gather the members of five generations (Civics, Silents, Boomers, 13ers, and Millenials) for the purpose of gaining insight and providing direction around specific issues or events.
“Lessons in Mission” – I use my wife’s upcoming trip to Tanzania to show that our mission should drive our business activities. Seek out experts to help you narrow your mission and focus your actions. Finally, prepare and set goals and expect those goals to be accomplished as you act on your mission.
“Lessons in Mission – The Sequel” – The successful launch of a new business venture and the long-term health of a company, as I learned from my wife’s trip to Africa, depends on two things. First, live with the pain while you focus on longer-term solutions over short-term fixes. Second, look first at the highest level of intervention to help you focus on the cause rather than the effect.
“Making Competition Irrelevant” – Blue Ocean Strategy, by Kim and Mauborgne is a great business book that leads you into a strategic planning process in which the competition is rendered irrelevant. This review will give you the basics, then you can buy the book.
"Me First is Rarely a Good Business Idea ” – Should business owners pay themselves first? This article challenges some "common wisdom" and you should know the answers!
“On New Babies and Old Business” – Step back and look at your business from the standpoint of the next generation. Evaluate what your employees learn from you, what is truly important in the long view, and the importance of enjoyment and passion in the work environment.
“Planning for the Unplanned” – I encourage you to create a contingency plan for an unplanned exit of you or a key employee. Depending on the size and complexity of your organization, and the shape in which you find the three following areas, you should be able to put this plan into writing in one or two days. To get started, focus your attention on three critical areas: Strategic Plans, Operations, and Relationships.
“Self Evaluation” – How often do you perform self-evaluation in your business? How often do you take even a few moments to examine your delivery – good or bad – and take purposeful lessons from what you’ve learned? I suggest several methods of self-evaluation to help you learn about the good and the bad in your business. Back to Top
“Strategic Partnerships” – I explore some levels of strategic partnerships and give you my abbreviated view of their WHAT, WHY, and HOW. In the process, I think you will find that there are opportunities for you and your customers that you simply cannot pass up. We can improve our ability to serve our customers through building relationships with others, improving customer satisfaction, increasing market share and broadening our own contacts for the future.
“Strategic Planning – The Creative Side” – Everyone knows they should do strategic planning, but fewer formally construct a plan and fewer still actually use it to guide their decision making and operations. While there is a great deal of academics and science to strategic planning, the best plans tap into a creative energy and create an excitement that permeates managers, employees, and all other stakeholders. This article not only gives you the basics you need to work on your strategic plan, but suggests creative approaches that will make it more enjoyable and more effective.
“The Key Question: Marketing Essentials” – The key question that most often trips up leaders is this: “Why, specifically, would someone buy your product, engage your service, attend your event, or frequent your establishment rather than that of your competitors?” The key element of success in business is your ability to differentiate your product or service in a way that the prospective user can readily see that your product or service is THE answer to his or her need.
"Upside Down Strategic Planning ” – Why is it that so few mission statements are strong and compelling? This short exercise will guarantee you a relevant, substantive mission statement.
“Time for a Makover - GenX & GenY in Strategic Planning ”– If you feel uncomfortable with some recent hires, chances are that you are out of touch with what these two newer generations need. This article introduces you to what you need to think about and include in your plans.
“What You See Is What You Get” – Clearly articulating and visualizing the end results is a powerful tool in the business person’s toolkit. I look at what this real-life truth is and how it works. I then apply this to your business and suggest practical steps for you to implement strategic business leadership in your business today. Back to Top