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Atricle Dump - Three Ways To Differentiate Your Service Business
Many of us are so wrapped up in our business that we don’t have a chance to step back and reflect for a moment, on who we are in our lives. This is a problem that all of us face at one time or another whether we are a corporate executive or a live at home parent. I can remember being a child growing up in middle class America wondering what it would be like to have all the material wealth in the world. While still in grade school, who I be was a kid whose only concerns were Saturday morning cartoons and what mom was cooking for diner. As time went on and I learned the “rules” of my parents h
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© 2007 Ray Adler, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me at ray@btitraining.com where the material will appear.
The attribution should read: "By Ray Adl
Business Mail Forwarding, have you heard of it before? If not and you are a small to medium sized business owner, you are urged to take the time to familiarize yourself with business mail forwarding. It might just be the extra push that your business needs to begin seeing profits.Business mail forwarding is a service that is offered to many business owners. It involves giving business owners an alternative address, which can also be used as their business mailing address. If you choose to subscribe to a business mail forwarding service, you will give your customers or clients a new, al
The one factor your competition can’t easily duplicate is your employees. Referred to as “Cultural Capital” by leading management experts, a service firm’s employees represent vast untapped potential and the strongest variable to achieving impressive financial performance long term. Here are three key trends:
Trend #1: Focus On Employee Fulfillment – Corporate performance and financial success is strongly correlated to employee fulfillment. Research conducted by The Wilson Learning Corporation involving 25,000 employees, documented that up to 39% of the variability in corporate performance is attributable to the personal fulfillment of employees. There are many aspects to employee fulfillment. A few include how your employees feel about the competitiveness of their compensation and benefits, their work environment, and the degree to which their work environment is one of cooperation, team work, open communication and appreciation.
Trend #2: Developing The Leadership Skills and Emotional Intelligence of Managers – Employee fulfillment is strongly correlated with the leadership skills and emotional intelligence of managers. Up to 69% of the variability in employee fulfillment is attributable to the leadership qualities and interpersonal skills of every manager and supervisor. Recent research by Dr. Dan Goleman has shown that emotional intelligence is twice as important for outstanding performance as technical skills or intelligence. Some of the more important emotional intelligence skills include: effective interpersonal communication, giving and receiving feedback, handling conflicts and conflict resolution, facilitating responsibility and accountability and empowering and coaching employees. In banking, it is common to find people who have been promoted into positions of leadership due to their technical expertise and years of experience, yet who lack the leadership and emotional intelligence skills needed to maximize employee performance. John P. Kotter, in his book What Leaders Really Do, states “that most organizations lack the leadership they need often by as much as 200% to 400%.
Trend #3: Development of an Adaptive Culture That Fosters and Supports Creativity and Innovation – History shows us that the most successful species on the planet have been those groups that have been able to continuously adapt to their changing environment. Since corporate cultures closely reflect the personalities of the Chief Executive, Senior Management Team and /or the Company Founder, a shift in culture necessitates a shift in the personality of the leader and the leadership team. Simply said, organizations don’t change, people change. As leaders, we must be on high alert to quickly spot and eliminate the behaviors and conditions that contribute to excessive employee turnover and that kill team-work, morale, productivity, creativity and innovation. Those include territorial behavior, excessive control, excessive bureaucracy, micro-management, power struggles, grandiose egos, intimidation, and employees feeling unappreciated and unacknowledged. Research shows that employees respond well to a corporate culture void of these situations and are up to 127% more productive and creative when they work in a healthy, supportive environment.
The Undeniable Linkage Between People and Profits
In their book Corporate Culture and Performance, authors Kotter and Heskett document that companies with strong adaptive cultures that emphasize leadership development and employee fulfillment, outperform other companies by a significant margin. On average, these companies grew 4 times faster, had stock prices that grew 12 times faster and profit performance that was 750 times higher than companies focused on other more traditional corporate objectives. In the words of famed AlliedSignal CEO, Larry Bossidy “at the end of the day, you bet on people, not on strategies.”
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© 2007 Ray Adler, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me at ray@btitraining.com where the material will appear.
The attribution should read: "By Ray Adle
Financial Data – What’s Needed?As a general rule, the more financial data that is available, the better. If your accounting system is sophisticated enough to produce internal Balance Sheets and P&L Statements, they are certainly helpful. Of course the best information to use as a basis is the Federal Tax Return, since when these are submitted to the IRS, any and all final adjustments have been made. Also, three to five years of returns will give the valuation analyst a better and more consistent track record of the firm’s history. For further insight and/or questions, lean on the valu
Trend #2: Developing The Leadership Skills and Emotional Intelligence of Managers – Employee fulfillment is strongly correlated with the leadership skills and emotional intelligence of managers. Up to 69% of the variability in employee fulfillment is attributable to the leadership qualities and interpersonal skills of every manager and supervisor. Recent research by Dr. Dan Goleman has shown that emotional intelligence is twice as important for outstanding performance as technical skills or intelligence. Some of the more important emotional intelligence skills include: effective interpersonal communication, giving and receiving feedback, handling conflicts and conflict resolution, facilitating responsibility and accountability and empowering and coaching employees. In banking, it is common to find people who have been promoted into positions of leadership due to their technical expertise and years of experience, yet who lack the leadership and emotional intelligence skills needed to maximize employee performance. John P. Kotter, in his book What Leaders Really Do, states “that most organizations lack the leadership they need often by as much as 200% to 400%.
Trend #3: Development of an Adaptive Culture That Fosters and Supports Creativity and Innovation – History shows us that the most successful species on the planet have been those groups that have been able to continuously adapt to their changing environment. Since corporate cultures closely reflect the personalities of the Chief Executive, Senior Management Team and /or the Company Founder, a shift in culture necessitates a shift in the personality of the leader and the leadership team. Simply said, organizations don’t change, people change. As leaders, we must be on high alert to quickly spot and eliminate the behaviors and conditions that contribute to excessive employee turnover and that kill team-work, morale, productivity, creativity and innovation. Those include territorial behavior, excessive control, excessive bureaucracy, micro-management, power struggles, grandiose egos, intimidation, and employees feeling unappreciated and unacknowledged. Research shows that employees respond well to a corporate culture void of these situations and are up to 127% more productive and creative when they work in a healthy, supportive environment.
The Undeniable Linkage Between People and Profits
In their book Corporate Culture and Performance, authors Kotter and Heskett document that companies with strong adaptive cultures that emphasize leadership development and employee fulfillment, outperform other companies by a significant margin. On average, these companies grew 4 times faster, had stock prices that grew 12 times faster and profit performance that was 750 times higher than companies focused on other more traditional corporate objectives. In the words of famed AlliedSignal CEO, Larry Bossidy “at the end of the day, you bet on people, not on strategies.”
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© 2007 Ray Adler, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me at ray@btitraining.com where the material will appear.
The attribution should read: "By Ray Adl
Strategically situated with both Atlantic and Mediterranean coastlines, Morocco stayed independent for centuries while developing a rich culture blended from Arab, Berber, European and African influences. Today one of the fastest growing economy in Africa, in 2005, the Moroccan GDP grew 7 %, 6.7 % in 2006, Morocco is also Europe’s nearest exotic location and has new free trade agreements with the USA. The U.S.-Moroccan Free Trade Agreement (FTA). Morocco was the top market reformer in the Middle East and North Africa in 2005–2006, according to a report by the World Bank and the International Fi
Trend #3: Development of an Adaptive Culture That Fosters and Supports Creativity and Innovation – History shows us that the most successful species on the planet have been those groups that have been able to continuously adapt to their changing environment. Since corporate cultures closely reflect the personalities of the Chief Executive, Senior Management Team and /or the Company Founder, a shift in culture necessitates a shift in the personality of the leader and the leadership team. Simply said, organizations don’t change, people change. As leaders, we must be on high alert to quickly spot and eliminate the behaviors and conditions that contribute to excessive employee turnover and that kill team-work, morale, productivity, creativity and innovation. Those include territorial behavior, excessive control, excessive bureaucracy, micro-management, power struggles, grandiose egos, intimidation, and employees feeling unappreciated and unacknowledged. Research shows that employees respond well to a corporate culture void of these situations and are up to 127% more productive and creative when they work in a healthy, supportive environment.
The Undeniable Linkage Between People and Profits
In their book Corporate Culture and Performance, authors Kotter and Heskett document that companies with strong adaptive cultures that emphasize leadership development and employee fulfillment, outperform other companies by a significant margin. On average, these companies grew 4 times faster, had stock prices that grew 12 times faster and profit performance that was 750 times higher than companies focused on other more traditional corporate objectives. In the words of famed AlliedSignal CEO, Larry Bossidy “at the end of the day, you bet on people, not on strategies.”
******************************************************************
© 2007 Ray Adler, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me at ray@btitraining.com where the material will appear.
The attribution should read: "By Ray Adl
10. Pay no income taxes on profits your company does not remit to the U.S. You should pay taxes in your country on money your Panamanian corporation pays you, whether in salary or tax-advantaged dividends or capital gains. However, the corporation can pay many of your expenses as legitimate business expenses.9. Pay no income taxes in Panama. A non-resident Panamanian International Business Corporation or Private Interest Foundation does not pay any kind of tax on any of its income or assets, and does not even have any reporting requirements to the Panamanian government.gement Team and /or the Company Founder, a shift in culture necessitates a shift in the personality of the leader and the leadership team. Simply said, organizations don’t change, people change. As leaders, we must be on high alert to quickly spot and eliminate the behaviors and conditions that contribute to excessive employee turnover and that kill team-work, morale, productivity, creativity and innovation. Those include territorial behavior, excessive control, excessive bureaucracy, micro-management, power struggles, grandiose egos, intimidation, and employees feeling unappreciated and unacknowledged. Research shows that employees respond well to a corporate culture void of these situations and are up to 127% more productive and creative when they work in a healthy, supportive environment.
The Undeniable Linkage Between People and Profits
In their book Corporate Culture and Performance, authors Kotter and Heskett document that companies with strong adaptive cultures that emphasize leadership development and employee fulfillment, outperform other companies by a significant margin. On average, these companies grew 4 times faster, had stock prices that grew 12 times faster and profit performance that was 750 times higher than companies focused on other more traditional corporate objectives. In the words of famed AlliedSignal CEO, Larry Bossidy “at the end of the day, you bet on people, not on strategies.”
******************************************************************
© 2007 Ray Adler, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me at ray@btitraining.com where the material will appear.
The attribution should read: "By Ray Adl
A tagline is a succinct phrase that communicates some of the basics of your brand. Ideally, your tagline is also memorable and helps your target audience relate to your business.If used correctly, a tagline can be a powerful part of your marketing strategy. Creating a phrase of a few words to uniquely identify you (or your business) in all of your marketing materials helps you to cover two of the major ways that a prospect can immediately gather information in your business communications - the prospect sees both the images of your logo and Visual Vocabulary and the text in your tagline t
******************************************************************
© 2007 Ray Adler, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me at ray@btitraining.com where the material will appear.
The attribution should read: "By Ray Adler of Bank Training International, Inc.. Please visit Ray's Web site at http://www.btitraining.com/tips.html for additional articles and resources.”
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