Casual Articles - Business

Grow Your Work At Home Business Not Your Hobbies
I’m a customizing freak, I can look at something brand new and instead of fully appreciating its “stock” value I start to fantasize about how I can give it my personal touch. Cars, motorcycles, roller skates, home d?cor, cooking and techno gadgets, shoes, and clothes; they all have seen my dollar (some of them more than others). In the coming months I’ve pledged to stay focused on my Work at Home Hobbies instead of others that will potentially drain and not grow my bank account.I continue to read many Work at Home or Work from Home articles to find out what people have to say on the subject and their experiences. The subject of “Growing your Work at Home Business” should be an eye opener for anyone wanting to Work from Home. I had an individual who wanted me to build a Flash Website for them for an eShoe store. The client didn’t have much capital to start. Being the online Entrepreneur that I am I decided to save the person the time and heartache of jumping into a situation that could drain their starting capital. They wanted something created that they would have to continue to pay someone to make changes to on an ongoing basis. Do you see how this could drain your Capital?A Work at Home Business with small starting capital must start successful practices in the very beginning to maintain longevity. It is imperative that Work at Home Entrepreneurs learn how to do and implement some of the tasks required to run their business. To some this may not seem to be Work at Home Business Growth but if you look closer it is. For instance, if you continue to pay someone to make updates to an ever changing website (like shoes) that is money that could be used to buy hosting space, web domains, learning materials, web based training courses, flyers, business cards, advertising, etc.Remember: A website or business doesn’t advertise itself.We can grow our Work at Home Businesses by learning how to effectively run the business ourselves. The aforementioned is a painful process to say the least because for some there is a LARGE learning curve involved. Personally, I’ve had to learn far more SOURCE CODE than I would have ever liked to; in fact, I stayed away from any course in collage that had too much to do wi

l and physical comfort, or sometimes it is simply a change in corporate strategy or a restructuring which leads away from a partner's product and/or technology causing the partners distress. It is important that you know the short and long-term goals of your alliance partner.

When you try to partner with a potential or current customer and have them renege on the promise of purchasing from you, the disloyalty challenges that can occur can be wasteful. Be cautious, as there is also the possibility of your partner being unethical and attempting to capture your technology or trade secrets. This is a difficult area from which to protect yourself, but if you do your due diligence, your chances for success increase.

Facts Based Pitfalls

Relinquishing some control with the expectation of greater shared returns can be a difficult waiting game. Additionally, your resources can get pulled in too many directions based on collective alliance decisions. Be certain you can spare the resources you devote to your alliance. Otherwise you may put the success of your entire operation in harm’s way.

The lack of third-party cooperation can be a true relationship problem. All the primary members of a Partnering agreement will have to give a little for your agreement to work. Worse yet is your partner receiving unfavorable or harmful media coverage. This is because you are usually pulled into the picture and believed guilty by association. Real or perceived, image and reputation are critical to any company's success.

Be careful in global alliances. Contracts with an overseas market, for instance, often take a long time to finalize. By the time you get going, in the technology industries, your competition may have already gotten started. If you are already behind and you have developed an alliance with a partner organization that is weak and bleeding, they will only bring you down faster and harder.

Procedures Based Pitfalls

CV Writing - Write a Perfect CV
Your CV is a gateway to getting an interview for that ideal job. It is your opportunity to provide a good first impression but you only have two sides of A4 paper in which to do it. It is not surprising then that most people have trouble getting started.Firstly, you need to know what the employer is thinking. The employer suddenly has a vacancy. Filling the vacancy is going to take up valuable time that he would rather spend doing his normal job.He would love to find the perfect person immediately rather than plough through hundreds of CV’s. It is often a dull, thankless task.The employer has a job description in front of him. It includes experience or qualifications that are essential for the job and some attributes that are desirable but not absolutely necessary.He starts going through the pile of CV’s on his desk. He scans each one for about 30 seconds and makes a judgement.He simply hasn’t got time to read the CV that is more than two pages and all the relevant information is hidden in long paragraphs. - He files it in the bin.Fancy formatting, coloured text or multiple fonts do not impress him. Is this person trying to hide their lack of experience for the job behind an artistic CV? – He files it in the bin.He notices spelling mistakes and poor punctuation. This person is just sloppy! – He files the CV in the bin.He breaths a sigh of relief, the pile on his desk is smaller already. He makes another coffee and then starts reading………………………. This should tell you a few things about writing your CV. Keep it concise and to the point. The employer needs to see your work experience, skills and achievements in the first 30 seconds of scanning your CV.He knows what he is looking for. You have what he is looking for. Don’t distract him from your relevant skills by adding in lots of unnecessary information.Keep it simple. Plain formatting, simply laid out under headings. The employer wants to see exactly when, where and what you have done. Fancy formatting makes your CV difficult to read. It may make your CV stand out from the rest but for the wrong reasons.Keep checking your english. Good spelling, punctuation and grammar are essential. It is the first step in your personal presentation to an em

Caveat Pars, partners beware! Partnering, as with any activity, has its unexpected challenges and pitfalls. Actually, this is probably more so than in traditional adversary relationships. In adversary relationships you must always watch your back. In relationships based on trust or what is perceived as trust, one can be lulled into a false sense of security. While you need to protect yourself from these dangerous situations, you do not want to create them by exhibiting the wrong attitude.

To keep your alliances healthy, conflict should be dealt with immediately. This is your best chance for moving forward in any relationship. But, improperly challenged, conflict can be the death sentence to an alliance.

Alliance conflict emanates from five core areas:

1. Values

2. Goals

3. Facts

4. Procedures

5. Misinformation

Conflict doesn't have to be a roadblock to a successful alliance if you and your partnering alliance members are willing to resolve the conflict at the core level, in a timely manner. In fact, the resolved conflict can lead to a stronger relationship through improved communication. Unfortunately, conflict that is left unresolved will lead to fatal flaws that will erode the relationship.

Some of the more common areas of conflict in alliance relationships are accessibility, culture clashes, hidden agendas, management tenure, poor communications and unrealistic expectations. Many advocates and consultants for alliances believe that the alliance mortality rate is around 50 percent.

If you wait to build partnering relationships until all the potential pitfalls are unearthed, your industry will pass you by. Others, who you might have considered as possible members for strategic alliances, might be aligned with your competition. Be realistic though, as with a spouse, partnering alliance members don't change with time. They do not become, who and what, you want them to be. But rather, evolve to whom and what they desire. If you suspect core problems, you probably are accurate in your assessment and the chances for a successful alliance is greatly diminished. Partnering, like marriage, will not change people. What it does do, is to remove the facades, and exposes the good and bad.

Trust in others and the belief that alliance Partnering starts at the top are crucial elements to your success. These two topics are frequent causes for failed Partnering agreements when they're not followed. Also, in alliance agreements, be cautious of things you can't see now but may experience later. Little things like the small print in a detailed alliance contract. Don't let your enthusiasm cloud your judgment.

Just because you're working with a company of integrity, it doesn't mean they will look out for you. Even in a Partnering relationship, you are still accountable for your own success and well-being. Make sure your bottom-line expectations take into account that servicing the partnering agreement is going to require extra resources. Be certain of everybody's alliance partnering goals. Here are examples of potential Partnering pitfalls. Be aware of them before you enter an agreement. Your chances for success will increase.

At Timex:

Timex, for example learned the hard way. They forfeited $60 million in lost revenue and learned about the challenges of Partnering overseas. You could say it took a licking and kept on ticking. After 18 months of frustration, Timex wanted out of the partnership it created in India. It all started a decade ago when it was illegal to export watches into India. Timex wanted into the market and proceeded to select a local watchmaker as its partner. Unfortunately Timex should have spent more time on due diligence and asked around a bit more about the partner to be. Timex assumed it could dominate the relationship and have the Indian manufacturer carry out its manufacturing needs on cue.

Was Timex surprised? The head of Timex’s joint venture in India, Robert Werner was quoted in a Los Angeles Times article as stating, “Until its Indian joint venture, Timex had been accustomed to owning companies outright, and its problems in India were a learning experience for many at Timex.” He said It took Timex six months of negotiations and an undisclosed settlement before the company could rid itself of the partner.

Today, Timex is happily partnered with Indian watchmaker Titan Industries, which is a subsidiary of Tata Group, one of the largest corporations in India. The Timex-Tata joint venture went to market in late 1992 and in its first year sold 400,000 watches. Two years later annual sales leaped to 1.9 million watches. They have been enjoying partnering success for over a decade now.

At Donnelly Corporation:

Founded in 1905, Donnelly Corporation started as a glass mirror manufacturer and supplier for the turn-of-the-century (1900) furniture industry. Today, through joint ventures and strategic alliances, they have operations in 12 countries and are successfully Partnering around the globe.

Dwane Baumgardner, chairman & CEO at Donnelly feels strongly about what it takes for Partnering to work. When we visited at their Holland, MI headquarters he said to me, "If you have management that is not operating on the basic believe, that it has to start at the top, those beliefs have to be held and permeated throughout the organization. For example, with employees, if you have to believe your people can be trusted, that they want to work together in a supportive and cooperative fashion. The same must be true with another company; you have to believe when you form a strategic alliance that they will operate with the same motive that you operate. If you don't have those beliefs, I think you're going to run into problems."

Values Based Pitfalls

In looking at the issue of values, frequently partners of an alliance will have core values that are conflicting. This is especially a problem with issues like trust and integrity. Corporate culture clashes; employee turf protection, and resistance of certain employees to new ideas can wreak havoc on your efforts to maintain a prosperous alliance.

When one of the alliances partners does not completely embrace the principles of Partnering, big challenges occur. This can include top-level executives or even supervisory and functional employees in departments, divisions or regions within a Partnering organization. As an example, DuPont believes that if a contractor is looking just to maximize his profits, on just one job, then Partnering with that contractor is not for DuPont because they know there will be problems in the relationship.

Because the dynamics of alliance relationships are constantly changing, inflexibility of partners can kill an alliance quickly. Each member must be willing to give a little, especially in times of change for a Partnering agreement to work. Just as devastating is a partner making a Partnering commitment, and having a hidden agenda that would be destructive to the alliance. Not quite as bad is a partner deciding they don't want to follow through, or one that does not have the capability to fulfill their commitment.

Supplier relationships can become challenging, especially when business is great. Suppliers can make the relationship mistake of conveniently forgetting about the loyalty of smaller long-term customers, and snubbing them for the larger orders. This is short-term profitability and long-term disaster. When those large order companies go out of business or are consolidated, the supplier could be left without any customers.

Complacency of either partner is an insidious relationship-killer. Continuously ask your alliance partner questions in a way that encourages them to relate performance problems and shortcomings. Ask, "What haven’t we done lately?" And ask, “What is it you really need from us?”

Dependency on your alliance partner can put your business at a similar risk. If you become the weak link in the alliance and your alliance relationship no longer delivers value to your partner, more than not, they will discontinue the alliance.

If you or your alliance partner is not relationship oriented little problems can easily escalate. Then anger comes and the blaming others for your current situation. The not invented here, mentality often exhibited by senior management is a result of low relationship tolerance. Also the lack of commitment to the alliance or innovations developed by alliance partners can easily slay your relationship.

There is the situation where you might lose control of a technology or best practice to an alliance partner who later becomes a competitor. A while back, Staples and Office Depot were going to merge but it did not work out. A problem for Office Depot was that Staples learned of an Office Depot best practice during the merger talks. Office Depot was delivering COD to small businesses in the northeast and getting most of the business. After the failed merger, Stapled duplicated Office Depot’s practice and took away Office Depot’s competitive advantage in the area.

Goals Based Pitfalls

In situations where a customer is the driving force behind a Partnering arrangement, you can be left holding the bag. Be sure to examine each Partnering proposal in the context of your company's overall business strategy. This challenge was recently apparent to IBM and it discontinued its alliance with Somerset PowerPC and Motorola, in producing microprocessors for Apple.

When sitting down at the Partnering table a partner might find the relationship seat uncomfortable. It could be that your partner has a different level of emotional and physical comfort, or sometimes it is simply a change in corporate strategy or a restructuring which leads away from a partner's product and/or technology causing the partners distress. It is important that you know the short and long-term goals of your alliance partner.

Facts Based Pitfalls

Procedures Based Pitfalls

Employee Performance: Dealing With Poor Performers
KEEP WRITTEN RECORDS: “Document !Document! Document!” Keep a record of periodic performance reviews, incidents of unsatisfactory performance, conferences where warnings are administered or terminations are announced. Issue warnings and terminations in writing as well as verbally. When dealing with a particularly unstable or vindictive employee, request that the employee sign a written summary of a warning or termination conference to attest to the fact that the summary is accurate (not that they necessarily agree with it).DOCUMENTATION SERVES TWO PURPOSES: First, it insures that the message has been conveyed. All people’s memories of conversations are distorted by emotions and expectations. So it is quite likely that an employee coming out of an emotional warning conference will have a faulty memory of the specifics, unless the memory is aided by a written summary. Second, documentation provides insurance for post-termination confrontations. If the employee challenges a firing, either before an owner, a board, or an unemployment claims officer, claiming that adequate warning was not given or that the firing was groundless, a written record of the entire process should provide sufficient evidence to counter these claims.KEEP EMPLOYEES INFORMED: A means of avoiding potential confrontation is for the manager is to keep his boss up-to-date on the situation. For a manager who is also the owner of the business, of course, there is no one else to turn to. However, if the executive director answers to a board, owner, or sponsoring group, the appropriate party should be consulted as soon as the possibility of a termination arises. The privacy of the employee must be respected, so prior consultations should be made in confidence. One executive director kept the board’s chairperson advised, rather than discussing the situation with the full board. When the terminated employee appealed to the board, the chairperson was able to verify the director’s account of the process.SUGARCOATING A WARNING: Since warning conferences can become quite emotional, key messages sometimes fail to get communicated. Sometimes managers and directors try too hard to cushion the blow by sugarcoating the warning. In one instance a manager went to such lengths emphasizing the employee’s strong points in addition to the problem areas that the employee left the meeting unaware that he was c

for failed Partnering agreements when they're not followed. Also, in alliance agreements, be cautious of things you can't see now but may experience later. Little things like the small print in a detailed alliance contract. Don't let your enthusiasm cloud your judgment.

At Timex:

At Donnelly Corporation:

Values Based Pitfalls

Goals Based Pitfalls

Facts Based Pitfalls

Procedures Based Pitfalls

Trade Show Exhibit Displays
A tradeshow is a public showing of new products and services of different vendors in a specific industry. Tradeshow exhibits are what you present at your booth to be viewed by potential buyers. Here are some tips on how to create a successful tradeshow exhibit display.First, your exhibit display must correspond with the type of tradeshow that you will be participating in. You can contact the event’s organizers and get the specific details, such as the type of visitors and the layout of your display area. Make sure that you know the size of your tradeshow exhibit table and have a wall space for your company sign and other necessary materials like electrical outlets and tablecloths.A tablecloth complements your tradeshow display. Even if it is already provided, bring your own that represents your company’s image and motif, something that will add depth to your display and make your table be more noticeable than the others.Your tradeshow exhibit display has to be attractive and inviting to visitors so that you will get the chance to showcase and demonstrate your product further to whomever enters your booth. Your display must also be neat and orderly. Arrange your exhibit table in levels. Place the larger items at the back and the smaller and shorter ones in front of those. A topsy-turvy presentation will create a bad impression on your business and will turn your customers away.It’s also imperative that your exhibit contain all the important and necessary information about your product, such as its price and special features, so that visitors will easily find what they are looking for and immediately be familiar with what you are selling. Completeness of information implies a sense of professionalism and ensures great exposure.Be sure to make your company name and logo obvious. Be creative. Use pictures, a nice presentation board, or a PowerPoint presentation on a laptop. If you are giving away free samples of your products, place them all over your display booth so people will come in and get some.Learn more of other guidelines and useful tips about tradeshow exhibits that will help you get the most out of your tradeshow experience. Use your own creativity and uniqueness to make your exhibit stand out among others.

facturer and supplier for the turn-of-the-century (1900) furniture industry. Today, through joint ventures and strategic alliances, they have operations in 12 countries and are successfully Partnering around the globe.

Values Based Pitfalls

Goals Based Pitfalls

Facts Based Pitfalls

Procedures Based Pitfalls

Aluminum Utility Trailer Basics And Some Points Of Concern
Maneuverability and safety should be of utmost consideration when towing any trailer or non powered vehicle. Whether you choose a fixed hitch or one that pivots to increase increase or unloading material, special care must be taken to ensure the trailer is attached securely and safely to the vehicle that is towing it. All utility trailers should be attached by a backup security chain in case the hitch and or ball fail to hold the trailer.Most aluminum utility trailers have a floating axle construction to allow adjustments to various load requirements. A few come in single axle for smaller, shorter trips, but for longer hauls and larger loads tandem axles offer greater security and ease of towing.Some other safety features include heavy-duty spring suspension, adequate tires engineered to hold the manufacturers suggested weight requirements and side and rear LED trailer light mechanisms that can be wired to the towing vehicle. An aluminum utility trailer must also be equipped with a secure bumper, reliable tow bar and larger trailers must have a reliable braking system.A utility trailer that is welded together far surpasses one that is designed to stay together with bolts. The constant jarring a aluminum utility trailer receives during transport could easily loosen bolted parts, thus making the vehicle unstable and a safety risk; a aluminum utility trailer that is welded together can greatly decrease chances of this happening. Welded joints should still be inspected on a regular basis with particular attention being paid to small, undersized welds, which can sometimes endanger the durability and safety of the trailer.Another huge factor to consider before loading a utility trailer is to pay particular attention to its recommended load capacity. All utility trailers are engineered with a maximum load in mind and its construction should be relative to the intended weight - that is, the heavier the anticipated load, the stronger its construction should be.Really, load distribution should be of the utmost importance. Materials that are not evenly distributed can result in risky damage to the trailer not to mention the vehicle towing it. Overloaded trailers or those with weight not evenly distributed can also lead to instability on the road, and has the potential to become a very serious safety hazard.In short, aluminum utility traile

is great. Suppliers can make the relationship mistake of conveniently forgetting about the loyalty of smaller long-term customers, and snubbing them for the larger orders. This is short-term profitability and long-term disaster. When those large order companies go out of business or are consolidated, the supplier could be left without any customers.

Goals Based Pitfalls

Facts Based Pitfalls

Procedures Based Pitfalls

Create A Beautiful Hair Salon Business Plan
Getting a new hair salon business off the ground can be quite a difficult undertaking, but the rewards of all that hard work can be quite significant as well.The first step for those considering such a move should be the creation of a hair salon business plan.It is important that the hair salon business plan you create provide all would be lenders, investors and business partners with the information they need in order to make an informed and intelligent decision about the prospects for the new business venture.Your Hair Salon Business Plan Can Make Start Up So Much EasierThe creation of a hair salon business plan is an important first step toward opening a hair salon, and attracting the startup capital it will take to get that business up and running.Starting a hair salon can be quite expensive, and having a hair salon business plan in place will make it much easier to get the funding that is needed to purchase or rent land, buy supplies, install equipment and hire qualified hair stylists.Using the Business Plan To Help Cover Issues That Are Specific to The Salon IndustryWhen creating the hair salon business plan, it is important to provide details about how your business will attract and retain qualified hair stylists.Attracting good hair stylists is one of the most significant challenges faced by business owners, and it is important that the hair salon business plan address the shortage of stylists which may exist.It is also important for the hair salon business plan to address any licensing requirements which may come into play.Hair stylists must be licensed, and it is important for hair salon owners to carefully check the licenses of those whom they plan to hire.Providing A plan For Profitable OperationsIt is also important for the hair salon business plan to address the ongoing costs of doing business to which the hair salon will be subject.In addition to the significant cost of water, there will be expenses for such things as shampoos, conditioners, combs, permanent solutions and the like. It is important for the hair salon business plan to detail these costs and provide a plan for profitable operation.Others Items You Can Include In Your Business Plan AppendicesTo that end, it may be helpful to include a proposed fee schedule as par

Facts Based Pitfalls

Procedures Based Pitfalls

It is easy to underestimate how much time, energy and resources will be necessary to commit to your new alliance. Then not having access to your alliance partner’s employees is an important issue. The closer the planned relationship between the two companies, the greater the importance of the linkages between them. You might find yourself in a situation of a small company Partnering with a large company. A challenge in working together will be that of the representatives, usually top executives of the small can make decisions on the spot. Unfortunately, the employees of the giant must take a proposal up the chain of command. This sometimes slows progress to a snail’s pace.

Culture clash is a frequent Partnering challenge. The failed alliance of IBM and Apple is a typical example. The heralded announcement promising cooperation eventually spawned Taligent Technology and Kaleida Labs. Unfortunately the two could not coexist so the alliances eventually gave way to a quiet breakup within five years.

Putting all your alliance relationship eggs in the basket of only one executive or manager is not a smart idea. The management tenure of your alliance contact can signal success or failure. If you have a one-person relationship, what happens if they get promoted out of the area, fired or even die? You are out of luck. Build relationships with several key contacts in the organization of your alliance partner.

What if your partner’s internal or external rewards structure interferes with the success of the alliance? This could apply to employees, customers or suppliers. If you are a supply partner and your partner has traditional rewards for their buyers, the buyers will only be interested in concessions and cost reductions. On the flip side, sellers usually offer rewards for sales performance and this also can be challenging in making a relationship work.

There certainly is a difficulty in communicating across various time zones. Solving problems quickly when your Partnering factory is located halfway around the world is hard enough, but when also speak a different language, that just makes it more of a formidable task.

Inertia, not having the emotional ownership in getting started is a true pitfall. Add this to chaos, seeing too many alliance choices and ways to create an alliance, some never do get started. The two sides of the sword are, if you wait for everything to be perfect, they never will. And if you do not put enough energy into an intelligent choice, your alliance could be doomed from its inception.

Misinformation Based Pitfalls

You could easily be guilty of underestimating the complexity of coordinating and integrating corporate resources, and overestimating your partner's abilities to achieve the end result. Self-doubt and not believing you have the skills and tools to create an alliance can crop up here.

Eventually, Partnering success depends on management’s abilities, skills, commitment, aspirations and passions in assembling the pieces of the puzzle. When unequal dependence in a relationship occurs, the partner with the least dependence could be less likely to compromise and put energy into the relationship.

Meanings assigned to words by different cultures can cause serious problems. In one culture quick delivery could mean one day and in another it could mean one month. This opens the can of worms often referred to as unrealistic expectations of a partner's capabilities. The areas commonly include technology, research, production skills, marketing might, and financial backing.

We also have the unexpected inefficiencies or poor management practices of a partner that can be the demise of a well-intended alliance plan. Also at risk is the area of developing an alliance with multiple partners, who later become rivals to one another. This puts a serious strain on the integrity of the remaining alliance.

Now that you've had a view of Partnering from the downside, don't let these hurdles stop you. Be clear on what alliance partnering is not. It is not instant gratification, nor a quick fix. It is not a flavor of the month management strategy. Strategic alliances are separate entities that have come together to solve their individual problems in a way that serves the whole mutually. It is sharing core competencies that overlap and create synergies. The struggle is a necessary part of any relationship that is valuable and lasting.

To reduce the effects of Partnering pitfalls, David Elliott, senior vice president and chief administrative officer at Technicolor in Hollywood, CA shared his thoughts with me. "If a partner fails to meet their responsibilities, a clear agenda is necessary that both sides are operating from. When the agendas are different or conflicted—that’s a problem.” He went on to say, “We don't have partnering horror stories because we include an exit strategy, before going into the relationship.”

Elliott's advice for others entering into partnering relationships is to do your homework, know the agenda of all partners in the relationship and measure against it. If after doing your homework you're still not completely sold on partnering with a company, start small. Begin your alliance by partnering with another for a simple or small promotion and get your feet wet. If you do stumble, then having the ability to regenerate after a fall is crucial, especially if you or a partner simply make a mistake.

Having knowledge of the alliance unknown should keep you from becoming immobilized and waiting for opportunities that could easily pass you by. Sure, there are some risks, but to lessen the effects, do your homework, know the agenda of all partners in the relationship and measure against it. If after doing your homework you're still not completely sold on an alliance relationship with a company, start small. Begin your alliance by Partnering with another for a simple or small promotion and get your feet wet.

If you do stumble, having the ability to regenerate after a fall is crucial, especially if you or a partner simply makes a mistake. Be careful when events and circumstances are not what you hoped or planned for. You might go to a place of apathy. If you remain in a toxic mind-set, you'll wait and wait for things to get better before you move into action. The trouble is that things rarely get better until you propel yourself into a state of activity.

To be successful at partnering you must commit to functioning at a higher level. A level that will allow you to stretch your comfort zone and then commit to moving into action. Without these two issues in concert, you might not get started or restart when necessary.

Once you get back in the action, you can go after small wins to reestablish your confidence to take risks in pursuit of an even larger prize. The key is to not wait for all to be perfect before you commence. It's okay to subscribe to the idea of: ready, shoot, aim. Do though; take the time to adjust your aim after you begin. Be like a commercial airline pilot and course correct regularly. Keep your future focus on the partnering journey. Keep it improving. Be decisive, and show the qualities of a leader in your industry. You will be rewarded.

To access helpful additional information from Ed Rigsbee at no charge, please visit www.rigsbee.com/downloadaccess.htm.

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