Apr 01
For over thirty years I have been fortunate enough to visit and shared in the culture of Puerto Vallarta, Mexico. Each visit continues to confirm what I have learned about these wonderful people living in their native land.
Mexico is a society that suggests family values and friendships are the singular priority and true meaning of life. These are children and parents who, as a family, have all learned how to genuinely smile from their heart and through their eyes. We can learn from a culture that rewards simple values, hard work, and living within ones needs and means. I feel honored and privileged to have been given the opportunity to have once again been its student.
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Mar 01
The opportunity and objective is to retain the cream that rises at all costs. What is left – the pitcher of cream you hold in your hand – contains the greatest assets of your company.
The strength of a manager is in determining difference between profitable business and business that is not. How much better could you be, how much stronger and more profitable could profitable strategic alliances be, with this enhanced focus? Finally, how much more professional satisfaction might you find in this model?
How does it feel to be free of those aspects of your business that were the least profitable, the most time consuming, and the least pleasurable alliances you’d previously retained?
Now that the profitability benchmark of performance has truly been established, you’re in a much better and knowledgeable position to truly evaluate future opportunities as they present themselves.
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Feb 01
Business owners for generations have gotten caught up in the “romance” of sales growth while taking their eye off of profitability. Big egos always have and always will compromise solid business practices. Businesses will continue to fail or underperform, not from market conditions, a poor economy or steamy competition. They will continue to underachieve by pretending to be something they are not in these very difficult times.
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Jan 01
We have all grappled with our own expectations relating peak performance for ourselves and others, but we can only hold others to a level of performance consistent with our own in order to sustain credibility. This said, as managers we can never completely understand or assimilate peak performance until it has become fully exhibited, comprehended, and established. We can’t always sustain a standard of peak performance from all of those with whom we come in professional contact. We can expect a commitment to progress in each and every professional relationship we maintain, including the professional relationship we have with ourselves.
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