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Digg it UP - Emergency Operation
It seems that banks are constantly coming up with new ways for us to pay bills and withdraw money. First there were paper checks, then credit cards, then ATM cards, then debit cards linked to bank accounts, and now ACH electronic funds transfers. Of course, with each new payment method comes a new set of fees passed on to account holders and merchants. The smart merchant will weigh the pros and cons of each method with regards to safety, accountability, and processing cost, and then design her business practices to maximize profits without compromising customer service.This article will help merchants do this by comparing two very similar payment methods—debit card charges and bank account ACH direct-debits. It will explain how switching customers who pay with debit-ca
W h a t H a p p e n e d ?
Looking at M
Working on a computer for a large part of each day can be challenging, not just with reference to mental aspects but in dealing with physical ramifications as well. You can find yourself stuck in awkward positions for extended periods of time, often without realizing it until one of the dreaded “syndromes” surfaces.When facing the resulting injuries, there is more involved than personal discomfort. Productivity suffers as employees struggle through pain. Eventually sick time can be taken, and workers’ compensation claims may arise. The cost, both in time and dollars, affects the bottom line, so it is worth a look around your office to determine areas that need to be adjusted.Even making one change can have significant positive results. For each of the following
A couple of months ago, Marc (name changed), a manager in his early 40s, called me and said: "I need your help! My superiors told me today that I get another 6-week trial period and if by then I can't show a good performance, I will be fired."
He sounded quite panicky and outraged, which is not surprising in such a situation. First, I helped him to calm down so that he would be able to think clearly and rationally.
Typically, my clients get coached 2 to 4 times per month. However, as this was a true emergency case, we decided to set up 2 coaching sessions per week for the first 3 weeks and then review the situation again.
It turned out that he started this job less than 6 months ago and that in the first 2 to 3 months, everything seemed to develop well. And then all of a sudden, according to him, everything turned against him:
* His boss stopped communicating properly with him, bypassed him time and again, and even annulled orders that Marc had given to his staff, thus completely eroding Marc's authority in his department.
* His staff expressed deep dissatisfaction to Marc's boss, who was the interims manager of this department for almost a year before Marc came on board. They complained about Marc's lack of technical competence and his leadership style.
* Colleagues from other departments became more and more skeptical about his competence and ability to perform the job, being reflected in the style of the internal communication (He showed me email where colleagues wrote things like "… when will you ever understand who is taking care of these kinds of issues?").
W h a t H a p p e n e d ?
Looking at Ma
In the first part of Business Plan Basics you’ve learned which are the public aspects of a business plan. Now it is time to study the “internal” aspects: those little secrets that drive a business to success.Industry Analysis:Every business operates within an industry. Identify where your company fits in and describe the market trends, explain the factors influencing growth and decline in this industry and spot the future expectations. Try to answer crucial questions such as: how many companies are expected to enter your industry in the near future and how is that to affect your business. Do not omit any significant statistics for your industry. Don’t lie to yourself!Target Market:In this section you identify your prospect clients – it is a useful
Typically, my clients get coached 2 to 4 times per month. However, as this was a true emergency case, we decided to set up 2 coaching sessions per week for the first 3 weeks and then review the situation again.
It turned out that he started this job less than 6 months ago and that in the first 2 to 3 months, everything seemed to develop well. And then all of a sudden, according to him, everything turned against him:
* His boss stopped communicating properly with him, bypassed him time and again, and even annulled orders that Marc had given to his staff, thus completely eroding Marc's authority in his department.
* His staff expressed deep dissatisfaction to Marc's boss, who was the interims manager of this department for almost a year before Marc came on board. They complained about Marc's lack of technical competence and his leadership style.
* Colleagues from other departments became more and more skeptical about his competence and ability to perform the job, being reflected in the style of the internal communication (He showed me email where colleagues wrote things like "… when will you ever understand who is taking care of these kinds of issues?").
W h a t H a p p e n e d ?
Looking at M
I heard this story told about film director Cecil B. DeMille. I have no way of knowing if it's true, but the story beautifully captures the communications stall.Mr. DeMille spared no expense to part the Red Sea for his epic production of The Ten Commandments. Actors, engineers, horses, and assorted other animals were everywhere. The dust, heat, and noise were ferocious. Finally, everyone was ready to go and DeMille called out, "Roll the cameras" and "Action." After he finished shooting the scene, DeMille called to a cameraman on a high cliff to check on how that part of the filming had gone. The cameraman reportedly yelled back, "Ready when you are, C.B.!"If the story were true, DeMille should have checked to see if the camera was rolling before shouting "Action."urned out that he started this job less than 6 months ago and that in the first 2 to 3 months, everything seemed to develop well. And then all of a sudden, according to him, everything turned against him:
* His boss stopped communicating properly with him, bypassed him time and again, and even annulled orders that Marc had given to his staff, thus completely eroding Marc's authority in his department.
* His staff expressed deep dissatisfaction to Marc's boss, who was the interims manager of this department for almost a year before Marc came on board. They complained about Marc's lack of technical competence and his leadership style.
* Colleagues from other departments became more and more skeptical about his competence and ability to perform the job, being reflected in the style of the internal communication (He showed me email where colleagues wrote things like "… when will you ever understand who is taking care of these kinds of issues?").
W h a t H a p p e n e d ?
Looking at M
If transport industry is a game of soccer, there are sure signs that the goal posts are shifting*. (Note: for better viewing experience with appropriate colour highlights, please refer to original article, url attached)Goalpost #1: Previous goal post (1996): LTA White PaperWe only started MRT operations in 1987. We cannot grow a comprehensive network over the next few years. However we will build up the network incrementally, properly sized to match our city of the future. Over a decade or two, the results will be significant and clearly visible. Our target is to have as high as percentage of trips on a quality public transport system as in Zurich, where 75% of trips into the city centre are by public transport.Current goal post (2006):
* His staff expressed deep dissatisfaction to Marc's boss, who was the interims manager of this department for almost a year before Marc came on board. They complained about Marc's lack of technical competence and his leadership style.
* Colleagues from other departments became more and more skeptical about his competence and ability to perform the job, being reflected in the style of the internal communication (He showed me email where colleagues wrote things like "… when will you ever understand who is taking care of these kinds of issues?").
W h a t H a p p e n e d ?
Looking at M
Imagine…A business owner scrambles to come up with money to make his payroll. As a last desperate measure, he gathers up every last penny he has and flies to Vegas. He gambles…and wins! Amazing isn’t it? It happened to a now globally know company back in its beginning stages.As a business owner, making ends meet can be stressful. Companies with whom you do business can take 30, 60 even 120 days to pay their invoices. In the meantime, you have to cover your expenses. There is a solution.It’s called Factoring. It is the selling of your accounts receivables. This year alone, thousands of businesses will sell billions of dollars worth of these receivables to finance growth and sometimes to eliminate cash shortages.Factoring is a 4,000 year old form of fina
W h a t H a p p e n e d ?
Looking at Marc's career, we see a person who made his way up from the bottom. His two previous positions gave me a clear indication about the root causes of the problem:
- In his second to the last position, he was working in the export department of a medium-sized company and was responsible for the sales of a certain region. He had no personnel responsibilities in this position.
- In his last position, he was responsible for setting up a sales network in Europe for a US company. At the end of this appointment, he had four staff members reporting to him, all recruited by him. His boss in the US was mainly interested in the sales figures, which he successfully increased. The US team hardly got involved in what he was actually doing to achieve those.
That means, he:
... never had to "take over" existing staff.
As a consequence, he assumed that his new staff would accept him as their boss in the same way the people he employed accepted him in his previous job. He did not realize that he first has to earn the respect of his staff.
... never worked as a manager in an existing organization.
He underestimated the cultural aspects, as well as the dynamics and politics involved, of a grown management team.
... as a manager, never had to work closely with his boss.
Because he didn't want to do anything wrong, he i
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