“Who are you?”
The Who liked this question so much, they used it as the title for a whole album back in 1978.
I find this is the essential starting point for starting any new venture. Whether it's commercial, charitable or purely personal, it is critical that you know who you are and who your organization is...or who you want it to be.
Of course there are two parts to this question. The first is “Who do I say that I am?”. The second is “Who do my actions say that I am?” It is critical that we ask and honestly answer both these questions. For too many of us, the answers will be on different ends of the spectrum...who we think we are (or wish or want to be) is nowhere near the reality of who our behavior say we are.
I was halfway around the world leading my first foreign sales effort the first time I faced a situation that offered me a clear choice between putting my morals aside and “going with the flow” or living up to the moral and ethical standards.
I won't give any specific details here, but I will say that (to my eternal shame) I didn't even realize I had made an unethical decision until I offered the same choice to a colleague who had accompanied me. As I was explaining the situation to him, a look of disgust crossed his face and before I could finish he said “What the hell is wrong with you? This company doesn't do that! That's not who we are!”
I can still see his face and still hear the shock in his voice, more than 20 years later. His statement has stuck with me ever since..and, thankfully, has kept me from making similar compromises on many, many occasions.
That one instance made it frighteningly clear to me just how important this question is to each and every one of us...and how easy it is to completely miss the implications of seemingly mundane decisions we face each and every day.
Know who you are....and live the life you profess. It makes the world a much simpler place.
__________________
If you need help figuring out who you are, Let me help. Leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Monday, June 28, 2010
Thursday, June 24, 2010
STUPID QUESTIONS 101: Where?
“Where do I go from here?” was actually the first thought that popped into my mind as I started writing this morning.
I've sort of hit a wall writing the “Stupid Question 101” posts, so it wasn't really a shocking first thought of the day. But it did get me thinking about where I have come and where I want to go with my career and my business. And as I thought more about it, I realized that “Where?” is a great question for clearing your vision...and for getting you back on track and moving toward making your vision a reality.
“Where?” is a tool that can force us to see where we've been and look at where we're headed.
“Where we have we been?”; “Where do we want to be in 100 years?” and “Will our current direction take us where we want to go?” are all critical questions that need to be answered before you can effectively decide where to focus your efforts today.
Of course, once you've cleared your vision; once you've figured out what track you need to be on, then “where?” can help you decide how best to get on track. And how best to stay there. That's when questions like “where are our customers?”, “where do we produce our product?” and “where should we locate our facilities?” come into play.
And each time you answer one of these, you also need ask “Will help get us where we want to be a hundred years from now, or will it side track us?”
If the folks at Countrywide Mortgage, Enron, or Morgan Stanley had bothered to ask THAT question (and answer it honestly!), they might have seen that their short-term greed would put their companies out of business inside of 10 years, not help is continue thriving in 100. But that's a topic for another day.
For today, just remember to keep asking “where?”...it will help you keep your eyes on the horizon.
____________________
If you need help seeing your horizon, let me know by leaving a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
I've sort of hit a wall writing the “Stupid Question 101” posts, so it wasn't really a shocking first thought of the day. But it did get me thinking about where I have come and where I want to go with my career and my business. And as I thought more about it, I realized that “Where?” is a great question for clearing your vision...and for getting you back on track and moving toward making your vision a reality.
“Where?” is a tool that can force us to see where we've been and look at where we're headed.
“Where we have we been?”; “Where do we want to be in 100 years?” and “Will our current direction take us where we want to go?” are all critical questions that need to be answered before you can effectively decide where to focus your efforts today.
Of course, once you've cleared your vision; once you've figured out what track you need to be on, then “where?” can help you decide how best to get on track. And how best to stay there. That's when questions like “where are our customers?”, “where do we produce our product?” and “where should we locate our facilities?” come into play.
And each time you answer one of these, you also need ask “Will help get us where we want to be a hundred years from now, or will it side track us?”
If the folks at Countrywide Mortgage, Enron, or Morgan Stanley had bothered to ask THAT question (and answer it honestly!), they might have seen that their short-term greed would put their companies out of business inside of 10 years, not help is continue thriving in 100. But that's a topic for another day.
For today, just remember to keep asking “where?”...it will help you keep your eyes on the horizon.
____________________
If you need help seeing your horizon, let me know by leaving a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Tuesday, June 22, 2010
STUPID QUESTIONS 101: When?
Whenever I start planning a new project, “When does this need to be finished?” is usually the first question I ask. Like any good former military officer, I prefer to use “backward planning” - starting from the due date and working back to a start date.
“When?” is one of those questions that can be painfully annoying when you're the one being asked. “When will it be done?”; "When will it be delivered?”; “When are you going to quit asking me annoying questions?”
Answering “when?” usually requires some sort of “guesstimation”...and that makes many people uncomfortable. The problem with answering “when?” is that a smart manager / customer won't let you get away with an indefinite, inexact answer. They want facts. They want specific dates. They want exact times. You can't fudge “when?”.
Answering “when?” carves your answers in stone and holds them up so anyone can measure your performance. Answering “when?” is scary...and most people will avoid it whenever possible.
Which is why the best managers don't let folks get away with nebulous answers. They also, however, understand that most times the best answer that can be given is an estimate and they will understand (and plan for) some fluctuations.
So next time you ask “When?”, remember two things: first, get a specific, exact answer and second, understand that not every exact answer is going to be accurate.
____________________________
Need help figuring out when? Leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
“When?” is one of those questions that can be painfully annoying when you're the one being asked. “When will it be done?”; "When will it be delivered?”; “When are you going to quit asking me annoying questions?”
Answering “when?” usually requires some sort of “guesstimation”...and that makes many people uncomfortable. The problem with answering “when?” is that a smart manager / customer won't let you get away with an indefinite, inexact answer. They want facts. They want specific dates. They want exact times. You can't fudge “when?”.
Answering “when?” carves your answers in stone and holds them up so anyone can measure your performance. Answering “when?” is scary...and most people will avoid it whenever possible.
Which is why the best managers don't let folks get away with nebulous answers. They also, however, understand that most times the best answer that can be given is an estimate and they will understand (and plan for) some fluctuations.
So next time you ask “When?”, remember two things: first, get a specific, exact answer and second, understand that not every exact answer is going to be accurate.
____________________________
Need help figuring out when? Leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Thursday, June 17, 2010
Stupid Questions 101: What the !@#$%$^& ?!?!
Next in line on our Stupid Question Primer, is “What?”.
While the most popular use of this word - “What the @#$#^% ?!?”; can be very effective in certain circumstances, today we'll be looking at some of the less dramatic uses of this question.
“What?” can help clarify your thinking, narrow your focus or streamline your operations. “What?” is useful in all sorts of situations.
“What are we trying to accomplish?” or “What are you working on?” Your people should understand what they're working on and why. The first time you ask one of these questions, you might be surprised at how many people in your organization don't really have a formal assignment. Forcing yourself to answer this question before you assign work, will help you eliminate truly useless tasks...and help your people understand where you're heading.
“What needs to be done?” Be proactive. Getting your people to look beyond their own jobs, to see things beyond their own desks that need to be done goes a long way to killing the “not my job” attitude that besets too many companies as they grow.
“What do you need?” simply asking the question places an obligation on us to help out. To work to get those asked the things they need. Sometimes we won't be able to meet their needs, but we may be able to point them to someone who can. And sometimes, this simple act of asking the question with genuine concern will make all the difference in the world.
“What can we do without?” In these tough economic times, it's one of the most commonly asked questions. The trick is to carry this thinking with us into the good times. To keep looking at our organization, our operations, and our own habits to cut the fat and keep the business in “fighting trim”.
“What's worked for our competitors?” There are always things you can learn from them...even if it's only what not to do. Being able to see the good in your competitor can help you improve many aspects of your own business; from sales to operations to planning.
“What went wrong? What do we do to make sure it doesn't happen again?” notice we're not asking “Who's fault is it?” in this question. The goal is to get to identify the causes of the problem(s) and fix them, not to find the perpetrator and hang them. Of course, in the case of sabotage or gross negligence, finding the guilty party might not only be appropriate, but critical to preventing similar incidents in the future.
“What don't we know? What did I do wrong?” or “What needs to change?” Are all higher level questions I tend to only hear from customers who are comfortable enough with themselves and their organizations to change themselves when necessary. These companies understand that nobody is perfect and that the best way to handle bad news is taking it head on and dealing with it as it comes.
Leaving these questions unasked (or asked but unanswered) can kill your business.
All too often, though, we let fear; bad habits, complacency and internal politics stop us from pursuing the answer to this critical question. Take the time to ask the “What?” questions. I suspect that in the long run you'll be glad you did.
____________________________
Need help figuring out what to do? Ask for help! Either leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
While the most popular use of this word - “What the @#$#^% ?!?”; can be very effective in certain circumstances, today we'll be looking at some of the less dramatic uses of this question.
“What?” can help clarify your thinking, narrow your focus or streamline your operations. “What?” is useful in all sorts of situations.
“What are we trying to accomplish?” or “What are you working on?” Your people should understand what they're working on and why. The first time you ask one of these questions, you might be surprised at how many people in your organization don't really have a formal assignment. Forcing yourself to answer this question before you assign work, will help you eliminate truly useless tasks...and help your people understand where you're heading.
“What needs to be done?” Be proactive. Getting your people to look beyond their own jobs, to see things beyond their own desks that need to be done goes a long way to killing the “not my job” attitude that besets too many companies as they grow.
“What do you need?” simply asking the question places an obligation on us to help out. To work to get those asked the things they need. Sometimes we won't be able to meet their needs, but we may be able to point them to someone who can. And sometimes, this simple act of asking the question with genuine concern will make all the difference in the world.
“What can we do without?” In these tough economic times, it's one of the most commonly asked questions. The trick is to carry this thinking with us into the good times. To keep looking at our organization, our operations, and our own habits to cut the fat and keep the business in “fighting trim”.
“What's worked for our competitors?” There are always things you can learn from them...even if it's only what not to do. Being able to see the good in your competitor can help you improve many aspects of your own business; from sales to operations to planning.
“What went wrong? What do we do to make sure it doesn't happen again?” notice we're not asking “Who's fault is it?” in this question. The goal is to get to identify the causes of the problem(s) and fix them, not to find the perpetrator and hang them. Of course, in the case of sabotage or gross negligence, finding the guilty party might not only be appropriate, but critical to preventing similar incidents in the future.
“What don't we know? What did I do wrong?” or “What needs to change?” Are all higher level questions I tend to only hear from customers who are comfortable enough with themselves and their organizations to change themselves when necessary. These companies understand that nobody is perfect and that the best way to handle bad news is taking it head on and dealing with it as it comes.
Leaving these questions unasked (or asked but unanswered) can kill your business.
All too often, though, we let fear; bad habits, complacency and internal politics stop us from pursuing the answer to this critical question. Take the time to ask the “What?” questions. I suspect that in the long run you'll be glad you did.
____________________________
Need help figuring out what to do? Ask for help! Either leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Monday, June 14, 2010
Stupid Questions 101: Why Ask "Why?"
While asking “Stupid Questions” is an easy concept for most people to grasp, using them effectively and using them to build up team cohesiveness takes a bit of practice. Done wrong, you come off as a slow, pedantic, plodder at best; a complete idiot at worst.
Now I'm not one to worry that much about what others think (I am, after all, a Project Manager), but as any mathematician will tell you, sometimes the crowd is right. So, in the next few blogs we will talk about how when and why to use each of the stupid questions listed in my 10 June 2010 Blog.
I usually use “Why?” as my first stupid question. I am constantly amazed at how often folks simply do not have a coherent rationale for their statements or decisions.
I do it because it forces folks to articulate the rational and reasons driving their actions. Forcing them to verbalize the reasons means they actually have to take a moment and think about what they've done or want to do; to find underlying rationale and articulate that to a third party (me). Asking this question consistently gets the team in the habit of looking at their recommendations critically beforehand.
This reduces the number of times they embarrass themselves with customers, vendors or colleagues, because they have a better grasp of the situation and are prepared to answer potentially embarassing, critical questions.
When I ask “why?”, or any other stupid questions, for that matter, I try to wrap the question in a few more words – I find it softens the blow so to speak. One word sentences tend to come across a bit to blunt for most situations. People tend to see them as aggressive personal attacks and they get defensive, digging in their heels and closing down to new ideas.
I have been managing engineering teams and leading system/product design projects since the mid 1980's. For many of those years, I have been a troubleshooter / turn-around specialist, stepping in when projects are significantly behind schedule, over budget and missing critical technical milestones. When you're trying to fix situations like these, personal attacks are not usually the best approach to take right out of the gate.
So rather than a simple “Why?”, I might ask “Why are we doing it this way?”; “Why did you eliminate that option?”; or “I don't quite understand the rational here, can you explain it to me?”.
Asked with the properly obsequious attitude, “Why?” can put the person being questioned in the position of teacher, rather than suspect. This shift in roles gives them an ego boost – which is often a great help in building team cohesiveness – as well as providing a safe, face-saving reason for them to review their designs, ideas and approaches.
In the long run, this approach gives other members of your team the power to lead.
Of course, to do this successfully, you've got to be confident enough in yourself and in your ability to guide the work “from the shadows” to put your ego aside for the good of the project, the team and the customer. But that's a topic for another day.
____________________________
If you need help asking stupid questions, let me know! Either leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Now I'm not one to worry that much about what others think (I am, after all, a Project Manager), but as any mathematician will tell you, sometimes the crowd is right. So, in the next few blogs we will talk about how when and why to use each of the stupid questions listed in my 10 June 2010 Blog.
I usually use “Why?” as my first stupid question. I am constantly amazed at how often folks simply do not have a coherent rationale for their statements or decisions.
I do it because it forces folks to articulate the rational and reasons driving their actions. Forcing them to verbalize the reasons means they actually have to take a moment and think about what they've done or want to do; to find underlying rationale and articulate that to a third party (me). Asking this question consistently gets the team in the habit of looking at their recommendations critically beforehand.
This reduces the number of times they embarrass themselves with customers, vendors or colleagues, because they have a better grasp of the situation and are prepared to answer potentially embarassing, critical questions.
When I ask “why?”, or any other stupid questions, for that matter, I try to wrap the question in a few more words – I find it softens the blow so to speak. One word sentences tend to come across a bit to blunt for most situations. People tend to see them as aggressive personal attacks and they get defensive, digging in their heels and closing down to new ideas.
I have been managing engineering teams and leading system/product design projects since the mid 1980's. For many of those years, I have been a troubleshooter / turn-around specialist, stepping in when projects are significantly behind schedule, over budget and missing critical technical milestones. When you're trying to fix situations like these, personal attacks are not usually the best approach to take right out of the gate.
So rather than a simple “Why?”, I might ask “Why are we doing it this way?”; “Why did you eliminate that option?”; or “I don't quite understand the rational here, can you explain it to me?”.
Asked with the properly obsequious attitude, “Why?” can put the person being questioned in the position of teacher, rather than suspect. This shift in roles gives them an ego boost – which is often a great help in building team cohesiveness – as well as providing a safe, face-saving reason for them to review their designs, ideas and approaches.
In the long run, this approach gives other members of your team the power to lead.
Of course, to do this successfully, you've got to be confident enough in yourself and in your ability to guide the work “from the shadows” to put your ego aside for the good of the project, the team and the customer. But that's a topic for another day.
____________________________
If you need help asking stupid questions, let me know! Either leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Thursday, June 10, 2010
The Secret to Business Success? Ask "Stupid Questions"!
The second secret I want to share with you in our ongoing effort to reveal the management secrets the “experts” would rather you didn't know is almost as simple as the first:
Asking Stupid Questions can save your business!
This, of course, is a really good thing for me, because (and my wife and kids will be happy to confirm this), I'm great at asking stupid questions.
Stupid Questions, for those of you sifting through all the useless questions from your last department (or project status) meeting, are those questions that every healthy toddler can't seem to stop asking in their search for attention, understanding and truth.
“Why?”
“What?”
“When?”
“Where?”
“Who?” and
“How?”
Asking these simple questions is the first critical step in avoiding career ending disasters.
The second step is knowing when to ask them. While a toddler will questions ask any time, any place of anyone, as adults, we should probably use a little discretion...but not too much. When the project is just starting, ask “Stupid Questions”. When things don't “feel”right, ask a Stupid Question. When something doesn't make sense to you, ask a Stupid Question. When your team doesn't seem too sure of their designs, their solutions, or the direction they're heading; ask Stupid Questions. And when you hear that little voice in your head telling you “I'm sure someone has already looked into that”; ASK A STUPID QUESTION!
The third, and maybe the most important step, is to have the courage and the persistence to keep asking Stupid Questions until you get “the truth”. I say “...until you get the truth” because browbeating your people into telling you what you want to hear is usually more harmful than not asking any questions at all. You need to grow a thick skin and train yourself to ignore withering gazes, snide remarks and annoyed employees and bosses). Ignore the sarcasm and force them to come up with a common-sense answer and convince you of its truth.
Much of my career has been spent straightening out projects, businesses, and departments that have gone badly off track. Time after time, I step into toxic organizations and disastrous situations that could have been avoided had anyone involved taken the time to ask those few simple, “stupid” questions.
In my own career, the times I've gotten into the deepest trouble were those times when I knew in my gut that something wasn't quite right, but I went along anyway; thinking “surely someone else has looked at that” or “so-an-so must have seen that”.
Unfortunately, as simple as this concept is to understand, having the courage, confidence and stamina to be the “...one crying in the wilderness”, it can a tough, scary thing when you actually have to do it. But hang in there., the rewards can be fantastic.
And I'll close with a Chinese proverb I think is wonderfully relevant here:
"He who asks is a fool for five minutes, but he who does not ask remains a fool forever."
Quoted from http://www.quotationspage.com.
___________________________________________
If you need help asking stupid questions, I'd be happy to help. Either leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Asking Stupid Questions can save your business!
This, of course, is a really good thing for me, because (and my wife and kids will be happy to confirm this), I'm great at asking stupid questions.
Stupid Questions, for those of you sifting through all the useless questions from your last department (or project status) meeting, are those questions that every healthy toddler can't seem to stop asking in their search for attention, understanding and truth.
“Why?”
“What?”
“When?”
“Where?”
“Who?” and
“How?”
Asking these simple questions is the first critical step in avoiding career ending disasters.
The second step is knowing when to ask them. While a toddler will questions ask any time, any place of anyone, as adults, we should probably use a little discretion...but not too much. When the project is just starting, ask “Stupid Questions”. When things don't “feel”right, ask a Stupid Question. When something doesn't make sense to you, ask a Stupid Question. When your team doesn't seem too sure of their designs, their solutions, or the direction they're heading; ask Stupid Questions. And when you hear that little voice in your head telling you “I'm sure someone has already looked into that”; ASK A STUPID QUESTION!
The third, and maybe the most important step, is to have the courage and the persistence to keep asking Stupid Questions until you get “the truth”. I say “...until you get the truth” because browbeating your people into telling you what you want to hear is usually more harmful than not asking any questions at all. You need to grow a thick skin and train yourself to ignore withering gazes, snide remarks and annoyed employees and bosses). Ignore the sarcasm and force them to come up with a common-sense answer and convince you of its truth.
Much of my career has been spent straightening out projects, businesses, and departments that have gone badly off track. Time after time, I step into toxic organizations and disastrous situations that could have been avoided had anyone involved taken the time to ask those few simple, “stupid” questions.
In my own career, the times I've gotten into the deepest trouble were those times when I knew in my gut that something wasn't quite right, but I went along anyway; thinking “surely someone else has looked at that” or “so-an-so must have seen that”.
Unfortunately, as simple as this concept is to understand, having the courage, confidence and stamina to be the “...one crying in the wilderness”, it can a tough, scary thing when you actually have to do it. But hang in there., the rewards can be fantastic.
And I'll close with a Chinese proverb I think is wonderfully relevant here:
"He who asks is a fool for five minutes, but he who does not ask remains a fool forever."
Quoted from http://www.quotationspage.com.
___________________________________________
If you need help asking stupid questions, I'd be happy to help. Either leave a comment here or e-mail me at: TomFawls@Council4SmallBiz.com.
Monday, June 7, 2010
Managing Is Easy!
Over the years, I've read quite a few business management tomes by quite a few management guru' s who each have made quite a bit of money making management quite a bit more confusing and difficult than it needs to be.
Here's secret that few of these charlatans will share with you: Business is easy. Management is easy.
Both these disciplines have been around since the dawn of recorded history and the basic principles that make successful businesses and successful managers today are no different than what made successful businesses and managers 6,000, 8,000 or even 10,000 years ago.
Case in point: virtually every over-paid, under-worked management guru in the market today makes some lesser or greater use of Sun Tzu's “The Art Of War” is referred to by virtually every one of those (in)famous, over-priced management gurus who've worked to make the “Art of Management” more complex and confusing over the last 30 years.
The Art of War, for those who might not have heard about it yet, is a book written by a Chinese general (Sun Tzu) about two hundred years before the birth of Christ. While written for and well known among military audiences for centuries, in the last 30 years, it's become the guidebook for anyone looking to make millions off the ignorance and fear of the business management masses.
People have been planning, implementing and successfully managing businesses, companies, governments and armies for thousands of years. The basic principles of management haven't changed in all those thousands of years. Managers must still do the same basic tasks; they use the same basic processes; and they encounter the same basic problems they've been encountering since the dawn of time.
About the only thing that has changed in all these thousands of years is the context in which we practice our craft. Obviously, technology today is vastly different than technology then...but, really, that's about the the only part of the job that's different. The most valuable (and most difficult to manage) tools in a manager's arsenal – People - haven't changed in that time.
People today are pretty much the same as people two, three or four thousand years ago. We have the same foibles, faults and failings today as folks had back then. And we have the same capacity for caring, compassion, and chivalry, too.
And that's why writings like Sun Tzu's The Art of War, Niccolo Machiavelli's The Prince and God's Bible are as relevant today as they were when they were first written.
That means, too, that the skills we'll need for managing tomorrow, next year or even next millennium probably won't be all that much different than the skills we need today or the skills Sun Tzu needed twenty-two hundred years ago.
Keep this in mind as you read the next few postings, where we'll look at some simple, but effective “uncommonly common-sense” things you can do do be a more effective manager.
___________________________________
Got questions about this posting? Post them here or e-mail me at: TomFawls@Council4SmallBiz.com.
Here's secret that few of these charlatans will share with you: Business is easy. Management is easy.
Both these disciplines have been around since the dawn of recorded history and the basic principles that make successful businesses and successful managers today are no different than what made successful businesses and managers 6,000, 8,000 or even 10,000 years ago.
Case in point: virtually every over-paid, under-worked management guru in the market today makes some lesser or greater use of Sun Tzu's “The Art Of War” is referred to by virtually every one of those (in)famous, over-priced management gurus who've worked to make the “Art of Management” more complex and confusing over the last 30 years.
The Art of War, for those who might not have heard about it yet, is a book written by a Chinese general (Sun Tzu) about two hundred years before the birth of Christ. While written for and well known among military audiences for centuries, in the last 30 years, it's become the guidebook for anyone looking to make millions off the ignorance and fear of the business management masses.
People have been planning, implementing and successfully managing businesses, companies, governments and armies for thousands of years. The basic principles of management haven't changed in all those thousands of years. Managers must still do the same basic tasks; they use the same basic processes; and they encounter the same basic problems they've been encountering since the dawn of time.
About the only thing that has changed in all these thousands of years is the context in which we practice our craft. Obviously, technology today is vastly different than technology then...but, really, that's about the the only part of the job that's different. The most valuable (and most difficult to manage) tools in a manager's arsenal – People - haven't changed in that time.
People today are pretty much the same as people two, three or four thousand years ago. We have the same foibles, faults and failings today as folks had back then. And we have the same capacity for caring, compassion, and chivalry, too.
And that's why writings like Sun Tzu's The Art of War, Niccolo Machiavelli's The Prince and God's Bible are as relevant today as they were when they were first written.
That means, too, that the skills we'll need for managing tomorrow, next year or even next millennium probably won't be all that much different than the skills we need today or the skills Sun Tzu needed twenty-two hundred years ago.
Keep this in mind as you read the next few postings, where we'll look at some simple, but effective “uncommonly common-sense” things you can do do be a more effective manager.
___________________________________
Got questions about this posting? Post them here or e-mail me at: TomFawls@Council4SmallBiz.com.
Subscribe to:
Posts (Atom)
