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Category Archives: Protecting the business
Most senior and middle level managers will understand when a subordinate comes to them to resign and begin a new business. But all will immediately question whether the new business will compete in any way with their enterprise, and react … Continue reading
One thing a senior manager can count on is that someday, something will go right, very right. Well, after all the disappointments, pressure and outright failures, this is NEWS. So we tend to go overboard a bit. As a member … Continue reading
When do you sell your company? Obviously we all want to sell at the top. And there is the problem. How do you know when you are at or near that right point to sell for maximum value? Those of … Continue reading
It is no secret that the IRS looks carefully below the surface for personal use of company assets (including cash) in its corporate income tax audits. This insight addresses more the impact of such behavior upon the actions of employees … Continue reading
In the non–profit world, the term, “time, talent and treasure” has been used so often it is almost at the edge of being trite. It’s used in that arena to describe a volunteer’s sacrifice in support of the non–profit enterprise. … Continue reading
One of my company CEO’s recently described his rule for acquisition success, and it resonated with me as a great goal for planning during acquisition exercises. This CEO states that he has made it work twice when acquiring companies, and … Continue reading
Think for a minute whether there is any process or person that could be classed as the eye of the needle in your organization. Is there anything, process or person, that stalls the flow of work from start to finish? … Continue reading
Is your commission structure so complex that even you must have help understanding it – and calculating a commission on a pending bid? Sales people are incentivized by money. They usually are able to calculate what’s in it for them … Continue reading
How do you teach your work force that mistakes are OK as long as they learn and don’t repeat them? By being a visible example. A friend and fellow CEO states that he publishes each of his mistakes in his … Continue reading