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Casual Articles - Create Better Decisions: Whose Decision Is It?
Franchises - Emotional Fulfillment - Control Your Destiny
Does A Franchise Meet Your Needs?When you think of becoming a businessperson by making the transition from employee to Franchisee, you don't generally think in terms of emotional fulfillment. However, in reality, the evaluation of emotional factors should play a significant role in making that final decision to join the world of the capitalist, or remain in the realm of employee.Of course, every analysis should include the standard of comparing risk to return. It should include income pr
ponsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the persDoes A Franchise Meet Your Needs?When you think of becoming a businessperson by making the transition from employee to Franchisee, you don't generally think in terms of emotional fulfillment. However, in reality, the evaluation of emotional factors should play a significant role in making that final decision to join the world of the capitalist, or remain in the realm of employee.Of course, every analysis should include the standard of comparing risk to return. It should include income pr
Conveyors
Conveyors, which were initially introduced in the late nineteenth century, are basically systems to move materials and men from one place to another. It could either be for a short distance or a longer span. We have become so dependent on this system that the world would be a difficult place to live in if all the conveyors came to a standstill one morning.Let us have a look at the various fields of applications of conveyors. Henry Ford could introduce assembly-line methods of manufacturing only
As clients meet with me to discuss leadership, inevitably the conversation turns to decision-making. Making decisions is one of the most taxing job responsibilities that leaders have. In my experience, leaders suffer more than they should because they make too many decisions. Too often, they fail to ask, “Whose decision is it?” or “Who is the decider?”
Conveyors, which were initially introduced in the late nineteenth century, are basically systems to move materials and men from one place to another. It could either be for a short distance or a longer span. We have become so dependent on this system that the world would be a difficult place to live in if all the conveyors came to a standstill one morning.Let us have a look at the various fields of applications of conveyors. Henry Ford could introduce assembly-line methods of manufacturing only
When leaders take the burden of responsibility too far, they either want to protect others from making tough decisions or they want to extend their power. The result is often poor decision-making because these leaders do not have sufficient information. And the team members who should have made the decision do not gain valuable experience. Instead of adhering to the old Harry S. Truman adage, “The buck stops here,” these leaders should do a better job of clarifying job responsibilities, trusting their team members to make good decisions, and then holding them accountable.
Lord Carrington, whom I knew for a brief time, was minister of the British Defense Department during the Falkland Islands war. The war was launched because of a mistake a radio operator made on one of the frigates out at sea. Lord Carrington was obligated via ministerial responsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the perso
What is Professional?
A question I hear or read often is, ‘is that professional enough?’ What is ‘professional’, and how is one professional and what is considered unprofessional? The actual definition of ‘professional’ is “Of, relating to, engaged in, or suitable for a profession: lawyers, doctors, and other professional people.” Or “Conforming to the standards of a profession: professional behavior.”When considering whether a service or location is professional, a great response comes from t
Whose decision is it?” or “Who is the decider?”
A question I hear or read often is, ‘is that professional enough?’ What is ‘professional’, and how is one professional and what is considered unprofessional? The actual definition of ‘professional’ is “Of, relating to, engaged in, or suitable for a profession: lawyers, doctors, and other professional people.” Or “Conforming to the standards of a profession: professional behavior.”When considering whether a service or location is professional, a great response comes from t
When leaders take the burden of responsibility too far, they either want to protect others from making tough decisions or they want to extend their power. The result is often poor decision-making because these leaders do not have sufficient information. And the team members who should have made the decision do not gain valuable experience. Instead of adhering to the old Harry S. Truman adage, “The buck stops here,” these leaders should do a better job of clarifying job responsibilities, trusting their team members to make good decisions, and then holding them accountable.
Lord Carrington, whom I knew for a brief time, was minister of the British Defense Department during the Falkland Islands war. The war was launched because of a mistake a radio operator made on one of the frigates out at sea. Lord Carrington was obligated via ministerial responsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the pers
Basel II and Operational Risk - A Primer
The operational risk requirements of Basel II (International Convergence of Capital Measurement and Capital Standards) place a heavy emphasis on the identification, assessment, monitoring and control of operational risk. The ultimate requirement for reserving capital against operational losses are closely linked to the actions that a bank needs to take to manage these risks. Keeping a banks capital allocation against Operational Risks is a hands-on business, based on controlling and mitigating risk.ion. And the team members who should have made the decision do not gain valuable experience. Instead of adhering to the old Harry S. Truman adage, “The buck stops here,” these leaders should do a better job of clarifying job responsibilities, trusting their team members to make good decisions, and then holding them accountable.
Lord Carrington, whom I knew for a brief time, was minister of the British Defense Department during the Falkland Islands war. The war was launched because of a mistake a radio operator made on one of the frigates out at sea. Lord Carrington was obligated via ministerial responsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the pers
Lord Carrington, whom I knew for a brief time, was minister of the British Defense Department during the Falkland Islands war. The war was launched because of a mistake a radio operator made on one of the frigates out at sea. Lord Carrington was obligated via ministerial responsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the pers
“Perhaps you can help me with a problem I’m having, Gary,” Todd, President of one of the largest financial services company on the east coast, said as we sat down to coffee. “I have this woman who works for me. She’s grown her department by thirty percent in the last year. But she hasn’t been showing up at the weekly executive meetings even when she’s in the office. Her boss thinks everything’s fine and keeps citing the thirty-percent figure, but the competition in that industry segment is scoring even higher. Plus, her department is the doorway into my company for many customers.” I asked Todd what exactly the problem was. He said, “Her!”
I asked, “Are you sure?” He looked at me quizzically. “You’re saying the problem lies with me?” I asked him whom she reported to. He said, “She reports to Dave.” I then asked, “So whose problem is it?” Begrudgingly, he said, “Dave’s.” We then investigated why he thought it was his problem to begin with. This employee did not show up for Dave’s meeting, but since it was Todd’s company and he had heard complaints, he fe
The operational risk requirements of Basel II (International Convergence of Capital Measurement and Capital Standards) place a heavy emphasis on the identification, assessment, monitoring and control of operational risk. The ultimate requirement for reserving capital against operational losses are closely linked to the actions that a bank needs to take to manage these risks. Keeping a banks capital allocation against Operational Risks is a hands-on business, based on controlling and mitigating risk.ion. And the team members who should have made the decision do not gain valuable experience. Instead of adhering to the old Harry S. Truman adage, “The buck stops here,” these leaders should do a better job of clarifying job responsibilities, trusting their team members to make good decisions, and then holding them accountable.
Lord Carrington, whom I knew for a brief time, was minister of the British Defense Department during the Falkland Islands war. The war was launched because of a mistake a radio operator made on one of the frigates out at sea. Lord Carrington was obligated via ministerial responsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the pers
Global Development - So Much More Needed
The tragic events resulting from the recent Tsunami on Boxing Day 2004 serve to again highlight the fragile nature of many of the world’s communities. In each of these locations the key tasks of treating the sick and injured, ensuring clean water was available, or made available, providing food, accommodation and so on was critically important as a first step on the way to rebuilding these communities.What further serves to highlight the magnitude of challenges facing the world as a
ing them accountable.
The tragic events resulting from the recent Tsunami on Boxing Day 2004 serve to again highlight the fragile nature of many of the world’s communities. In each of these locations the key tasks of treating the sick and injured, ensuring clean water was available, or made available, providing food, accommodation and so on was critically important as a first step on the way to rebuilding these communities.What further serves to highlight the magnitude of challenges facing the world as a
Lord Carrington, whom I knew for a brief time, was minister of the British Defense Department during the Falkland Islands war. The war was launched because of a mistake a radio operator made on one of the frigates out at sea. Lord Carrington was obligated via ministerial responsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the pers
Where Can You Find Products At Wholesale Pricess?
If you are looking for Wholesale Products or Suppliers this is the place to start.Find how to find the best suppliers for your type of business.What type of Wholesale Products are you looking for? This will depend on the type of business you want and the sales and distribution channels you look for. Are you looking to sell electronics? How about name brand electronics? Will these electronics be new or refurbished? Will you sell to retailers or end users? The type of products you look
ponsibility (the British version of “The buck stops here”) to resign. After all, if he was doing his job, all those under his command must be doing their jobs, too, no matter how far removed—including the radio operator. This practice is outdated, in part, because it takes accountability away from the person who is directly responsible. And it results in leaders who are either too controlling or unjustly blamed for the bad decisions of others.
If you are looking for Wholesale Products or Suppliers this is the place to start.Find how to find the best suppliers for your type of business.What type of Wholesale Products are you looking for? This will depend on the type of business you want and the sales and distribution channels you look for. Are you looking to sell electronics? How about name brand electronics? Will these electronics be new or refurbished? Will you sell to retailers or end users? The type of products you look
“Perhaps you can help me with a problem I’m having, Gary,” Todd, President of one of the largest financial services company on the east coast, said as we sat down to coffee. “I have this woman who works for me. She’s grown her department by thirty percent in the last year. But she hasn’t been showing up at the weekly executive meetings even when she’s in the office. Her boss thinks everything’s fine and keeps citing the thirty-percent figure, but the competition in that industry segment is scoring even higher. Plus, her department is the doorway into my company for many customers.” I asked Todd what exactly the problem was. He said, “Her!”
I asked, “Are you sure?” He looked at me quizzically. “You’re saying the problem lies with me?” I asked him whom she reported to. He said, “She reports to Dave.” I then asked, “So whose problem is it?” Begrudgingly, he said, “Dave’s.” We then investigated why he thought it was his problem to begin with. This employee did not show up for Dave’s meeting, but since it was Todd’s company and he had heard complaints, he fe
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