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Added for You - Why Build a Good Company When You Can Build a Great One?
Limitations of Liability Thomas J. Hall, JD It’s a provision found in almost every commercial contract: “Vendor shall be liable only for direct damages, in an amount not to exceed $X. In no event will vendor be liable for indirect, special, consequential, exemplary, or punitive damages or for lost profits.” Although the actual words may vary, the meaning is the same: • The most vendor will pay is $X; • For certain claims, vendor has NO liability. Such provisions raise a number of issues: • They are u
That’s right. A good person in the wrong job does not perfo
How do you please a group of teenagers at a Skateboard Park? Perhaps you need to consider a little extra customer service. Now then obviously kids on skateboards have a chip on their shoulder and attempting to threaten them that you are going to throw them out of the park will not work, after all they have probably been thrown out of every shopping center in town, more than once.As a kid, on a skateboard once got chased by a Hughes 500 Helicopter when I tried to escape selective prosecution, after ditching a security
There’s a lot of truth to it, but Dr. James Collins’ book “Good to Great - Why Some Companies Make the Leap and Others don’t” and his recent monograph “Good to Great and the Social Sectors” explains that there is more.
To cut quickly to a main point, Dr. Collins and his researchers explain that you first have to get the wrong people out of the business (or off the bus in his terms.) The wrong people destroy the initiative and motivation of the good people that are in place. Time and time again when a poor performer is let go, the remainder of the organization makes statements like, “What took them so long?” “Now that he or she is out of the way, we can get going.”
After you get the wrong ones off then you can start getting the right ones on. And this is when good things start to happen. The wrong people need to be motivated. The right ones don’t need to be motivated, they come ready to do the best they can. The wrong ones are constantly looking at what’s in it for them. The right ones choose you before you choose them. If they get on board it’s because they know they will be appreciated and will be handsomely rewarded for what they do.
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perfor
Successful Realtors know the importance of branding their identities into the consciousness of the communities in which they live, like the big boys; Pepsi, McDonald's, Burger King, and other companies we know and have come to trust.Why is branding important? Think about it! When you want a soda do you buy an unknown off-brand just because it's cheap?Or, do you reach for a Coke? I'm a Pepsi guy myself, but you get my drift!And why do you do that? Because there's comfort in familiarity and
To cut quickly to a main point, Dr. Collins and his researchers explain that you first have to get the wrong people out of the business (or off the bus in his terms.) The wrong people destroy the initiative and motivation of the good people that are in place. Time and time again when a poor performer is let go, the remainder of the organization makes statements like, “What took them so long?” “Now that he or she is out of the way, we can get going.”
After you get the wrong ones off then you can start getting the right ones on. And this is when good things start to happen. The wrong people need to be motivated. The right ones don’t need to be motivated, they come ready to do the best they can. The wrong ones are constantly looking at what’s in it for them. The right ones choose you before you choose them. If they get on board it’s because they know they will be appreciated and will be handsomely rewarded for what they do.
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perfo
As an IT consultant looking to go solo, how you can cut through the information overload so you can tune out the distractions and focus on only the most relevant, critical tasks for starting up a business? You need to first realize you may need to stop spending time on things that are not making you any money.Adjust Your PrioritiesIf you are serious about starting a business as an IT consultant, you will have to adjust your priorities and manage your time better. When you’re first starting out, especially dur
After you get the wrong ones off then you can start getting the right ones on. And this is when good things start to happen. The wrong people need to be motivated. The right ones don’t need to be motivated, they come ready to do the best they can. The wrong ones are constantly looking at what’s in it for them. The right ones choose you before you choose them. If they get on board it’s because they know they will be appreciated and will be handsomely rewarded for what they do.
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perfo
One of the keys of CRM success is acting on the understanding that customers plows the intended end-users of CRM systems, not the staff of the organization that is deploying the system.CRM vendors plows rapidly adding analytical capabilities to their applications, which will better enable their customers to leverage customer it dates that is scattered throughout their networks.A lot of clients think they can go to a vendor and get CRM. Instead, they get a few components. They buy a suite of front-office app
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perfo
Today’s high-tech world is deluged with more information than ever imaginable. In spite of all the promises of the paperless office, statistics show that exactly the opposite is happening. It is projected that by 2005 there will be 50% more paper than there was in 1995! Those who have tried the paperless solution find it has its own challenges. How many lunches have you missed because you were searching through files – never finding what you needed?Asking four basic questions will help you make decisions about how t
That’s right. A good person in the wrong job does not perform outstanding work. He or she will perform good work, but not the work that will take the organization to greatness.
That’s the story behind the story of Dr. James eleven great businesses. The CEOs all realized that if they were going to spend the time and energy to build a good organization that produced good results, why not build a great organization that produced great results?
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or so businesses I started from patents, ideas, or other peoples’ problems and last was the ten workouts I did for lenders and owners. In every case I took over a problem or an opportunity that had not yet been developed.
I became the driver of a bus that wasn’t going anywhere.
Here’s how I think Dr James’s bus analogy worked for me. The opportunity (or problem) is the bus. Sometimes it’s in parts and you have to put it together, sometimes it’s all together, but some of the parts are broken or worn out. Your job
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