by Magesh Tarala on August 29, 2010
4 steps to effective Disaster Recovery planning
by Marc Watley, Aug 23, 2010
IT executives today are, in fact, increasingly faced with the threat of disasters – whether natural or man-made. As organizations – and their customers – increasingly rely on database, server, and IP-connected applications and data sources, the importance and responsibility of maintaining continuity of the business infrastructure and limiting costly downtime in the event of a disaster, is paramount. Read this article to get a high-level, best-practices overview of the DR planning process. more…
Character and Personality #8: Competency
by Gary Monti, Aug 24, 2010
A good leader is also a good politician, one who finds a way to thread through a situation to reveal a path that, when followed, benefits the common good. Competence pulls technology and sophistication together so that one person can meet another person’s needs, i.e., a connection comprising the humanity of the stakeholders who need and commit to finding a solution that works. more…
Social Media and Tribes #9: The fear factor
by Deepika Bajaj, Aug 25, 2010
Even professionals who have gone through many technological innovations in the past don’t find the idea of being transparent and authentic over social media too appealing. They were worried about identity theft, making a wrong impression on a potential employer and above all were overwhelmed by the friend requests on Facebook. These are valid concerns, but not an excuse to avoid social media. more…
Flexible Focus #16: The decision trap
by William Reed, Aug 26, 2010
Ambiguity causes anxiety in those who are inflexible, and creates possibilities in the minds of the people who have flexible focus. Tolerance for ambiguity drops when you have to make a decision. Urgency adds pressure, and when the decision affects the core areas of your life, you can feel as if you are lost in a labyrinth of choices. Your decision sets the wheels in motion, whereas with indecision the wheel turns without you. Read about the Six Criteria for Decision Making to stay in motion and steer the wheel. more…
Investment Value
by Steve Popell, Aug 27, 2010
In a previous post, Business Valuation in Divorce is Different, Steve discussed why Investment Value is more appropriate in the context of family law. But, this method is not just for divorcing couples. In any situation in which the party acquiring an interest (or a greater interest) in a company will become (or continue to be) part of the management team, Investment Value is often the most appropriate method. Read this article to find out why. more…
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Magesh Tarala on August 8, 2010
Integration: Keys to the successful merger of companies
by Matthew Carmen, Aug 2, 2010
Companies merge to increase profits through increase efficiency. But according to CNBC, nine out of ten mergers do not fully meet the goals of their acquisition. The main task that takes place in successful integrations is proper reparation within operational areas. This includes putting together processes and procedures that will need to take place to reach the corporate goals. In this article Matthew describes how he participated in a merger at a large entertainment company and what contributed to its success. more…
Character and Personality #5: Don’t pull that trigger!
by Gary Monti, Aug 3, 2010
Sometimes you don’t want to confront your fears and uncomfortable situations. This causes blind spots into which organizations can fall an disappear. Instead of taking short cuts and jumping to action we should explore options, analyze our assumptions and manage risk. more…
Managing a project requires actions
by Guy Ralfe, Aug 4, 2010
Just because the project has a plan does not mean we simply have to conform to it. A plan is created when certain realities are true. But as the project is implemented, things change and new realities open up. We need to constantly update our plan and make adjustments based on changes that occur through out the implementation phase. Guy sites an example from his recent experience in this article. more…
Flexible Focus #13: Finding focus in the frames
by William Reed, Aug 5, 2010
Creativity happens much better when you are in your favorite cafe than when you are in your cubicle. Even better, the Mandala Chart offers a fresh approach that helps you find focus in the frames. Once you understand the value and attraction of working with the Mandala Chart on paper, you can increase your skills and improve your results with practice. Here are 8 steps that can help you get started. more…
Author’s Journey #33: 7 Keys to Profitable Special Events
by Roger Parker, Aug 6, 2010
Last week, Roger discussed some of the ways authors can attract profitable speaking invitations. In this week’s article he takes the idea of “speaking for profit” to the next level, which involves creating, marketing, and producing special events like conferences, seminars, and workshops. more…
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Magesh Tarala on August 1, 2010
Don’t just invent. Innovate.
by Robert Driscoll, Jul 26, 2010
Invention is not the same as innovation. Starbucks, Microsoft, Red Bull and Ebay did not simply invent. They all did something that was different in the marketplace that connected with its users. Sometimes creating that next big thing is just simply doing it better than your competition or making it simpler. Ideas are all around us. Now innovate. more…
Character and Personality #4: Time
by Gary Monti, Jul 27, 2010
Temperaments refers to preferred ways of thinking. Knowing individual’s temperaments can help predict possible outcomes in situations. A typical company will have a mix of intuitive thinker, intuitive feeler, sensing judger and sensing perceiver. Each of them perceives time differently and understanding that will enable your planning and execution to proceed realistically. more…
Social Media and Tribes #7: Is Twitter doomed to fail?
by Deepika Bajaj, Jul 28, 2010
Twitter has generated enough controversies and we have not seen the end of it. There is a constant debate if Twitter is good or bad. Just like most things in life, it’s not for everybody and not for all purposes. But it will be enormously useful if you know how to leverage it. Share, connect and reciprocate with somebody on twitter and you’ll see it’s potential. more…
Flexible Focus #12: The 8 frames of live – Business
by William Reed, Jul 29, 2010
What career you pursue and how you engage with your work is one of the determining factors in the quality of your life and your legacy. Most people are concerned with the mechanics and features of their work, salary and benefits, but there is one question that should come first - Are you engaged in your work with head, heart, and hands? This article identified 7 hidden opportunities to shift to positive engagement. more…
Author’s Journey #32: Speaking for Profit
by Roger Parker, Jul 30, 2010
Authors depend on information products, workbooks, audios and videos because there’s more money in the back-end products then they’re likely to earn from their books. However, the Internet is a crowded marketplace; there’s competition even in niche categories. Speaking engagements provide a valuable source of profit. In this article Roger explains how to maximize your profits from speaking engagements. more…
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Magesh Tarala on July 25, 2010
Your readiness for managing your supplier after the negotiation
by Brian Superczynski, Jul 19, 2010
Organizational needs are routinely satisfied by external vendors. Letting the vendors manage the relationship will be like the tail wagging the dog. It will lead to serious issues not limited to mushrooming cost. Vendor management includes the negotiation process before the contact is signed, having an organizational structure to manage vendors and having an mature process to monitor the lifecycle of your agreements. more…
Character and Personality #3: Orientation and Energy
by Gary Monti, Jul 20, 2010
Two major components that go into determining one’s temperament are Orientation and Energy. Orientation refers to how we prefer to interface with the outside world. The two approaches are Judging (don’t confuse with Judgmental) and Perceiving. Two possibilities for gaining energy are Extroverts and Introverts. A person can have a combination of these traits and of course these are not the only once – there is a whole slew of these. Understanding these traits will help you manage people and teams better. more…
Social Media and Tribes # 6: Changing the world is addictive
by Deepika Bajaj, Jul 21, 2010
A tribe is constituted of people who care about a specific topic or interest or looking to bring a specific change. Tribes are needed to change the world and social media has created tremendous opportunity to create and lead tribes. Read this article to understand how to gain advantage using social media and not get simply distraught by its demands. more…
Flexible Focus #11: The Principle of comprehensiveness
by William Reed, Jul 22, 2010
In this article you will find an optical illusion. As you increase your field of vision, you will be able to see more white dots. The message here is, you need the ability to see the big picture, the details and the relationships all at the same time. Mandala Chart can help us regain our bearings by seeing our business comprehensively. This will enable us see the opportunities that are never obvious, because the exist in the spaces between. more…
Author’s Journey #31: Managing and Marketing information products
by Roger Parker, Jul 23, 2010
Information products are an author’s best friend; they offer far more profit potential than authors can earn from book sales alone. Last week, Roger’s post explored the 3 main issues involved in creating profitable information products: copyright, format, and topic. This week’s post takes a look at creating a process to produce, market, and schedule information products. more….
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Steve Popell on July 12, 2010
There are two very different reasons why effective long-range planning is critical for getting top dollar when you sell your company. First, top-notch planning helps you to manage your company better and involve your employees at a higher and more productive level. Second, and much less obvious, success in this area is very impressive to prospective buyers. Why?
Because successful long-range planning (defined as developing a plan, implementing it and achieving most or all of the long-range goals) is indicative of solid and sophisticated management – a highly valuable strategic asset for most acquiring companies. Here are 10 elements to developing a long-range plan that increases the likelihood of success manifolds:
- Involve your key people. For one thing, they will have ideas that are worth considering. Beyond that, it is axiomatic that the best way to overcome resistance to change is to ensure that those who will be implementing the changes help to determine what those changes will be. An effective planning group can comprise as few as three people, or as many as 15. The important thing is that no one who can have a major impact on how the plan is implemented is left out.
- Make sure that there is a solid consensus around the vision for the company; i.e. what will be the company’s identity in years to come.
- Develop a clear and easily communicated mission statement that expresses what the company does and for whom.
- Conduct a SWOT analysis; i.e. identify the company’s principal Strengths, Weaknesses, Opportunities and Threats.
- Develop long-range goals that are challenging, achievable and in line with the company’s vision, mission and values. These goals should be specifically designed to take advantage of strengths and opportunities, while addressing (or, at least, minimizing the negative effect of weaknesses and threats. In addition, ensure that each member of the planning group (and the rest of the staff, as well) can relate the achievement of the company’s vision and mission to a high level of performance in their specific area(s) of responsibility.
- Identify outside factors over which you have no control and little, if any, influence.
- Short term objectives. Determine what you need to achieve within one year in order to give yourself a leg up in achieving your long-range goals. But, be cautious with your scheduling. The biggest mistake most owner-managers make is front loading implementation far too much. If you are going to make a mistake, especially if this your first planning experience, make it on the low side of delivery. You can always add short-term objectives later, but if you fail to achieve your objectives, it can severely damage morale.
- Attach task assignments, with individual responsibilities and deadlines, to each short-term objective.
- Attach action items to each task assignment.
- Organize follow-up sessions no more often than monthly and no less often than quarterly. This step is, in reality, as important as all the rest, because it is all that stands between you and a dusty planning document that fails to impact the future of your company. Make sure that you are utterly ruthless in comparing actual performance with plan. There is no reason to be unpleasant. Most long-range plans fall behind in the early stages, usually because of excessive front loading. The critical element is that everyone agrees on the relationship between plan and actual performance, and how to get back on track and timeline with any projects that are lagging
Oh, and one final thing… Good luck!
—
This article has been contributed by Steven D. Popell. Steve has been a general management consultant since 1970. Steve is a Certified Management Consultant, business valuation expert, and inventor of ExiTrak®- a process designed to assist the privately-held company owner/manager to build an attractive strategic acquisition candidate
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by Magesh Tarala on June 6, 2010
Quality #15: 7 tips for acting on customer feedback
by Tanmay Vora, May 31, 2010
Listening to your customers and getting their feedback is important. But if we don’t act upon it, we are wasting not only our time and resources, but also that of the people who took time to provide the feedback. In this post, Tanmay lists some simple tips to integrate customer feedback to deliver meaningful business change. more…
Leadership and Mythology #4: Sociology and Control
by Gary Monti, Jun 1, 2010
Some myths are propagated just so that leaders can exercise control. But there are limits to it. Remember Gary’s last blog? Instead of just beating the drums, what would happen if the leader asked everybody to sacrifice all they had? But if the Chief allows Newtonian mechanics to be embraced and lets loose his power, a new social order arises. Like Obi Wan sees, there are guiding principles that enable the leader to earn the trust and following of others. more…
Mortgage Challenges for the Self Employed
by Guy Ralfe, Jun 2, 2010
Guy recently relocated and started his own business. He is finding it difficult to secure a mortgage for his new home as banks and lenders have a criteria of assessment for the self-employed that he does not yet meet. His advise to those who want to follow in his footsteps – secure the credit before you begin your new operation. more…
Flexible Focus #4: The eight frames of life: Health
by William Reed, Jun 3, 2010
The word Health has a narrow definition in most people’s minds. It usually has the connotation of eating well or exercise or avoiding sickness. But it is much more than that and it impacts not only you, but people you interact with and sometimes those you don’t interact with. Follow the Mandala on Health to get a handle on your health and lifestyle. more…
Author’s Journey #24: Building your expert network and Obtaining pre-publication quotes
by Roger Parker, Jun 4, 2010
It is never too early to begin marketing and promoting your book. One of the best methods is to seek out and build your expert network. Believe it or not, experts are willing to help you – endorsing your book helps reinforce their expert status. Networking brings a whole slew of benefits – so get started today. Read this article to find out how yo can do it. more…
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Magesh Tarala on May 16, 2010
How to win the Operations vs. Finance battle: Become a trusted advisor
by Matthew Carmen, May 10, 2010
When organizations work in silos and don’t understand how the other group functions, there is bound to be tension. This is typical between operations and finance groups. But once the groups understand what the other group does and begin communicating on a consistent basis, the foundation for trust is built. That provides the platform for the finance person to build a relationship of trust with the operations group. This enables them to deliver the desired results to the company and also make their daily work interesting. more…
Leadership and Mythology #1: Purpose of myth
by Gary Monti, May 11, 2010
You need to have an internal compass. You should also understand the tribes you belong to and your roles in them. Just like that you also need to recognize your mythology. Don’t confuse it with myth. Basically, this is “sense making” at a personal and group level. more…
Triple Constraint Sales
by Guy Ralfe, May 12, 2010
When you change your domain of operation, you see the applicability of the old domain concepts in the new one. In this article Guy shares his experience in applying the project management mantra of triple constraint in his new endeavor. more…
Flexible Focus #1: Inside the Mandala Chart – A zoom lens for your life
by William Reed, May 13, 2010
Would it not be cool to see your life with a zoom lens? What if you could step away from the fray to see the big picture, zero in for analysis or action, without losing track of how everything is connected? William Reed has been living in Japan for the past four decades and is able to expound on how the Mandala Chart can bring clarity to your life. more…
Author’s Journey #21: Make Tip Sheets part of your book marketing plan
by Roger Parker, May 14, 2010
In this week’s installment, Roger explains what, how and why of tip sheets and how to leverage them to build your list and attract new prospects to your marketing funnel. Tip sheets are the simplest and easiest way. Also they are powerful and effective because they don’t have to be elaborate – they are judged by their value and not by the number of words or pages they contain. more…
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Magesh Tarala on May 9, 2010
Can we avert failures in our life?
by Vijay Peduru, May 3, 2010
This article reminds me of one of my high school teachers. This was his famous refrain: if a rocket destined to the moon is off by a fraction of a degree, it will not reach its destination. You can change your destination only if you change your direction. Nothing happens all of a sudden. There is no overnight success. Take small steps in the right direction every day. more…
Leadership Cancers #8: Anticipation
by Gary Monti, May 4, 2010
Wow, Gary… or should I say “The sage of Active Garage”? Performing action without becoming a servant of the desired consequences has been a subject of discussion for the longest time. This is a very nuanced concept and can be easily misinterpreted out of context. But understanding and putting this single principle to practice can bring you peace of mind and take your performance to new heights you have not experienced before. more…
Are You Preventing Your House Sale?
by Guy Ralfe, May 5, 2010
One of my teachers insists on learning the art of quitting. You got to listen to this Kenny Rogers song on this topic. While quitting is an essential art, it is equally important to not shut the doors of opportunity. When you don’t give into emotions and think strategically, you can leverage every thing that comes across your way for your ultimate benefit. more…
Pillars of Success
by Robert Driscoll, May 6, 2010
Based on movies, TV and what we read in the media, we have a pre conceived notion of what a hugely successful CEO is. You cannot be more wrong. Robert has captured the essence of one CEO’s practices for success in this article. more…
Author’s Journey #20: Choosing the right incentive to build your List
by Roger Parker, May 7, 2010
One of your most important marketing and promoting decisions is choosing the right incentive to offer as a bonus to visitors who sign up for your e-mail newsletter or weekly tips. It’s not enough to offer great information delivered at consistent intervals via e-mail. In this article, Roger has listed a great array of incentives you can provide your readers. more…
Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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by Robert Driscoll on May 6, 2010
Recently I was listening to what I thought was going to be just another training class about how to be successful in business. Work hard; think differently; empower your employees. The usual.
The gentleman speaking was the President & CEO of one of the world’s largest wireless companies. At first I figured he was your typical blue blood, Ivy League educated executive who would give us some words of wisdom and then he would be on his way. How wrong I was. This gentleman talked about his life story and the struggles he had to overcome just to simply get an education, let alone build the company he ran today. From his life lessons, he built the foundation of his work ethic that he has kept throughout his personal and professional life.
He stated that you learn to be a leader through your personal and professional experiences as well as your formal (high school, university, graduate school) and informal (training classes, certifications) education. This is your foundation. Continuous learning and the accumulation of knowledge is what helped him build what he calls his pillars of success which looks like this:
Everything starts with an idea, a dream, but don’t just dream, dream big. Believe in yourself and don’t limit yourself to what others say. But dreaming is not enough. You have to have a good strategy on how you want to execute your dream, a winning game plan. Hope is not a good strategy. Don’t just expect things to happen. You need to have a good understanding of how you are not only going to start your new venture, but how you will get your customers, areas to target, etc..
Developing a winning game plan is just the beginning. You have to be willing to take risks. Calculated risks. This is where you need to get out of your normal comfort zone. You need to start thinking and acting differently than others in your market space and creating offers that have marginal value in the marketplace. Don’t just do something simply because it feels like the right thing or even worse, introduce a “new” offer that is just simply another flavor of a similar product or service already in the marketplace. If you do, you will never be noticed. Be different.
As soon as you have a game plan and you start executing on it (and taking risks), you will most likely come across obstacles that you have never come up against before. Don’t avoid them. Tackle and embrace them and learn from them. These experiences will only make you stronger.
Overcoming obstacles, if approached properly and you learn from them, will only create new opportunities for you. Find the value in them and incorporate them in to your offer. This will only increase the marginal value in your offer. As you add more features or functionality in to your offer, go back to the first pillar and start the process all over again. This should be a continuous cycle in your business.
The foundation that holds up these pillars of success is the leader’s principles: teamwork, integrity, credibility, attitude, vision and excellence. These will be discussed in my next post, but I hope this post can help jumpstart your dream to start a new venture where you can build your own pillars of success.
This article was contributed by Robert Driscoll, co-founder of
Active Garage. You can follow Robert on Twitter at
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by Robert Driscoll on April 28, 2010
In its simplest term, a leader is someone who people choose to follow. They influence others to do things and there is a difference between managing people and leading people. There are certain characteristics that make someone a model leader, which I will list below, but we don’t need to have all of them. If you have a good understanding of most of these characteristics, you can become a model leader.
Operate with honesty and integrity. This is the most important characteristic and the foundation for a model leader. People who work for you need to trust you and should want to work with you. Without this foundation, everything else is irrelevant.
Execute efficiently. You need to know how to formulate a plan and put measures around your plan. You have to be able to take data and measure your plan and understand why you accomplished it or know what went wrong.
Demonstrate financial savvy. It is imperative as a business leader to understand profit and loss, balance sheet and cash flow statements. In business, this is how we keep score. More importantly, as a model leader, you need to know how to explain these statements to others. If you don’t understand them, you can’t be effective in business.
Strive to optimize the end-to-end value chain. A leader needs to develop and nurture not only the people in their organization, but partner organizations who can contribute to your organizations success. While you need to have a team with your same values, inside and outside of your organization, you need to continually work to make them better.
Develop and nurture the organization. As one moves up the corporate ladder, this area becomes more important. It is important to not lose sight of what your front line employees do. Spend time working directly with your teams and help them grow and prosper. This in turn will help you grow and prosper. As a leader, you need to be focused on making sure you have the right people in the right positions while helping them develop the right skill sets to help them prosper and grow.
Think independently and critically. Don’t just be a “yes” person, but don’t always get in to fights with your colleagues. Pick your battles and when your views differ, have data to back it up.
Practice situational leadership. Know and understand your dominant leadership style but also pay attention to the situation at hand and be able to effectively articulate what you need. You might need to be able to act in a manner that is uncomfortable for you but is necessary to get the job done.
Communicate effectively. Make sure that your message is clear so that it’s not misunderstood. The last thing you want is to have the task not completely correctly. Take your time.
Like what you do. If you don’t, then think about where you can be more effective. Be up to the challenges that you are faced with in your job every day. Be excited about it. Negative energy spreads quickly. Be positive and like what you do, otherwise move on.
The marketplace is always changing which requires you to constantly adapt. As you work on improving these characteristics, before you know it, you will stop being a manager and will become a model leader.
This article was contributed by Robert Driscoll, co-founder of
Active Garage. You can follow Robert on Twitter at
rsdriscoll.
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