Recently Citigroup raised the credit card rate on some of its customers from 7 percent to 17 percent with no reason other than they needed the money! The timing of doing this while getting billions of taxpayer money for a bail out is insane!
I understand the need to increase rates and fees. That is part of business and the evolution of the economy, but do it with some intelligence! "Because I need the money" is not a valid reason to raise rates! Customers in today's market are savvy comparison shoppers and they are smarter than customers of any time. They are also the least loyal of customers in history; therefore, jump shifts in pricing, rates or negative returns will have the exact opposite response executives desire for their organizations.
Be open
We life in fishbowl transparency times and good or bad news travels fast. A gas station decides to gouge customers during a shortage, and word gets out fast. Someone is selling flat screen monitors for a ridiculously low price – word spreads faster than electricity moves. When businesses need to adjust rates and prices, do it openly and gradually. Announce in advance what is coming. Customers no longer tolerate "it was in the fine print" as justification, seeing it instead as trickery. Organizations will be perceived as underhanded and distrustful.
Rates do go up
Everyone understands that things get more expensive over time because they understand their paychecks should go up over time. In times like we are living in currently, where paychecks are frozen or disappearing, increases in prices and rates are going to be viewed with disdain and the company viewed as taking advantage of "the little guy."
If you are raising your rates subtly (your cheeseburger is going to be 4 cents more than is used to be) then there is probably no need to announce to the world you are charging more, but if you are jumping your credit card interest rate by more than 100 percent, you best have let customers know this is coming and go into graphic detail as to why they were targeted for that increase.
Add value
If you foresee the need for a significant rate increase, add value to what you are offering. For example, let's say you are charging more for an oil change because oil disposal regulations have changed and your rates are going from $19.95 to $29.95. Sure, let the customers know the reason for the increase, but add in an extra value free of charge, a service that would be appreciated by the customer but adds minimal or no cost to you. Clean and RainX their windshield for them. It’s an extra touch, adds minimal cost (sell the product in case the car owners wants to purchase that product), and the customer feels you did something more.
It's easy to figure how to raise rates and prices. If your focus is on the customer, you will make the right choice. If your focus is purely for your own bottom line, you are going to make a wrong choice. Besides, once word gets out what you've done, you will do damage to your reputation and your bottom line as well. Make the right decision when making the necessary changes to rates and prices.
Wednesday, March 4, 2009
Tuesday, March 3, 2009
Keep the Phones On During My Programs!
A new phenomenon is happening in speakers' audiences -- people texting instant word of mouth marketing and commentary while the program is going on! I heard about one technology speaker chastising people from the platform for leaving their mobile phones on and for opening computers during his session. How do I know this? Because people in the audience were twittering about it as he said it, and I got to read it 3000 miles away. They were not happy about his comments. Instant word of mouth. Are you ready for that type of bold scrutiny?
Being a speaker, I am used to hearing the formulaic pre-program announcement requesting all audience members to turn off phones and laptops. Today that request is expecting too much of people and many people will just not adhere to the request. Why? Because this is how we communicate in today's world. We need to start using this type of technology to our advantage; don't try to take it away from them.
Keep the phones on! Laptops too.
This past weekend I spoke at an international conference and on my opening slide (you know the one with the program title that stays on the screen as everyone is walking in) I posted my phone number and asked my audience to text questions to me during my program if they so desired. I listed my facebook url, my twitter url, my blog url and my website address and asked them to "Friend me up" while waiting for me to get started or after my program if it met with their approval. Don't fight technology -- embrace it, use it, incorporate it.
Forget the evaluations
Paper evaluations at the end of a program are so old school. Not to mention they have to be tallied, sorted and distributed to the speakers. Just set up a #(hash) page on twitter and let people provide the instant feedback as it happens. For example, let's say I set up the page #ARARussell (the conference and my name) on twitter. Anyone in my audience could give me instant feedback on what they learned and what they liked and what they didn't think I did well. Instantly! This can be accessed and updated instantly by phone text or laptop. There is one form of evaluation that needs no tally. It's there in raw form: open communication and quick access.
The Migration
Another form of evaluation that is the newest trend in conference audiences is the "Text Migration" effect. I was one of 5 concurrent programs at this conference. When I started, my room was full and the largest audience of the five, but as my program progressed, it grew to standing room only. I later was told by a number of my audience members their friends had texted them from other sessions to see how my session was going and based on that instant review they left the other sessions and came to mine. That is a serious evaluation for all the speakers.
Expect this trend to continue. In the first 15 minutes of a program the speaker needs to "lock in his audience" or they will migrate to the program that is totally making the most of the opportunity.
Allow audiences members to stay connected. Allow them to use the technology they love to use and incorporated it into your program.
Being a speaker, I am used to hearing the formulaic pre-program announcement requesting all audience members to turn off phones and laptops. Today that request is expecting too much of people and many people will just not adhere to the request. Why? Because this is how we communicate in today's world. We need to start using this type of technology to our advantage; don't try to take it away from them.
Keep the phones on! Laptops too.
This past weekend I spoke at an international conference and on my opening slide (you know the one with the program title that stays on the screen as everyone is walking in) I posted my phone number and asked my audience to text questions to me during my program if they so desired. I listed my facebook url, my twitter url, my blog url and my website address and asked them to "Friend me up" while waiting for me to get started or after my program if it met with their approval. Don't fight technology -- embrace it, use it, incorporate it.
Forget the evaluations
Paper evaluations at the end of a program are so old school. Not to mention they have to be tallied, sorted and distributed to the speakers. Just set up a #(hash) page on twitter and let people provide the instant feedback as it happens. For example, let's say I set up the page #ARARussell (the conference and my name) on twitter. Anyone in my audience could give me instant feedback on what they learned and what they liked and what they didn't think I did well. Instantly! This can be accessed and updated instantly by phone text or laptop. There is one form of evaluation that needs no tally. It's there in raw form: open communication and quick access.
The Migration
Another form of evaluation that is the newest trend in conference audiences is the "Text Migration" effect. I was one of 5 concurrent programs at this conference. When I started, my room was full and the largest audience of the five, but as my program progressed, it grew to standing room only. I later was told by a number of my audience members their friends had texted them from other sessions to see how my session was going and based on that instant review they left the other sessions and came to mine. That is a serious evaluation for all the speakers.
Expect this trend to continue. In the first 15 minutes of a program the speaker needs to "lock in his audience" or they will migrate to the program that is totally making the most of the opportunity.
Allow audiences members to stay connected. Allow them to use the technology they love to use and incorporated it into your program.
Friday, February 27, 2009
Are You Cutting Your Own Throat?
Imagine an organization that does a patchwork job marketing its products for a year because it wants to save money. Little was sold and then there is no money to put in the budget for next year to market products. Then it cuts salaries across the board by 10% until "things improve." How are things going to improve -- by divine intervention?
Leadership is about taking the tough situations and turning them into growth successes.
Stop looking only at expenses
Cutting salaries of critical members of your organization will not have any positive outcome. It will either cause those under-appreciated (in their minds) employees to look for other employment, or provide more than 10% less performance. Cutting salaries says to the employee, "You are not important and I care more about my bottom line than I care about you." Trust me, it will not improve the situation and it will only make it worse.
Instead of taking the less courageous way out and cutting expenses, why not solve the real problem in the first place? The problem isn't these salaries are too high. The problem is, not enough money is coming in to pay for the well-deserved salaries. So what are your alternatives?
1. Determine your financial shortfall.
How much additional revenue would be needed to replace the 10% you think you need to cut? My guess, it's not going to be that much -- so go get it! Cutting salaries is the lazy way out, a stroke of the pen and as long as it's not your own salary (and it rarely is) problem solved pain-free. Wrong. Restore those cut salaries and restore those employees faith in your leadership, and then go find a way to pay for them. How?
2. Be creative.
The old quote says if you want significantly different results do something significantly different. It still holds true! Don't listen to; "It's a slow economy, unsavory or unfortunate conditions, and the old ways aren't working." Those are the excuses of people in positions of leadership not invested in the solution. Look for alternative ways to generate income. Look for new ways to market, sell, and position and work to drive new revenue. Instead of spending hours thinking how to cut your expenses, spend that time thinking of ways to increase revenue.
Leadership is about taking the tough situations and turning them into growth successes.
Stop looking only at expenses
Cutting salaries of critical members of your organization will not have any positive outcome. It will either cause those under-appreciated (in their minds) employees to look for other employment, or provide more than 10% less performance. Cutting salaries says to the employee, "You are not important and I care more about my bottom line than I care about you." Trust me, it will not improve the situation and it will only make it worse.
Instead of taking the less courageous way out and cutting expenses, why not solve the real problem in the first place? The problem isn't these salaries are too high. The problem is, not enough money is coming in to pay for the well-deserved salaries. So what are your alternatives?
1. Determine your financial shortfall.
How much additional revenue would be needed to replace the 10% you think you need to cut? My guess, it's not going to be that much -- so go get it! Cutting salaries is the lazy way out, a stroke of the pen and as long as it's not your own salary (and it rarely is) problem solved pain-free. Wrong. Restore those cut salaries and restore those employees faith in your leadership, and then go find a way to pay for them. How?
2. Be creative.
The old quote says if you want significantly different results do something significantly different. It still holds true! Don't listen to; "It's a slow economy, unsavory or unfortunate conditions, and the old ways aren't working." Those are the excuses of people in positions of leadership not invested in the solution. Look for alternative ways to generate income. Look for new ways to market, sell, and position and work to drive new revenue. Instead of spending hours thinking how to cut your expenses, spend that time thinking of ways to increase revenue.
Thursday, February 26, 2009
When the Tide Goes Out You Can Tell Who is Swimming Naked
Down economic times are a great test of how well you've been operating your business and how mentally strong you are to thrive in such times. As Warren Buffet says, "When the tide goes out you can tell who is swimming naked." Great businesses and business leaders embrace these challenging times to rise to the top and show how they are better positioned for growth. Now is the time to take advantage of weak competitors who have been swimming naked and now are being exposed.
Distinctive competence
What is it you do better than everyone else in your industry? What is your business known for?
What is it that sets your business apart from the competition in your customers' eyes? Capitalize on that one thing.
A distinctive competence can be as simple as your location or as complex as your product tracking systems abilities to track inventory inside your customer warehouses. The key is to identify that competence and broadcast its virtues to your market base. You want to pound on that specific item that will have a positive impact for your customers and prospective customers. Everyone is looking for answers. Teach them the answers you are offering better than any of your competition.
Get the word out
The common reaction in a down economy is to cut costs and that is counter intuitive to bringing in more sales and growing your business. You have to get the word out above the noise of the doom and gloom and above all the competitors screaming their own virtues. How can you do this?
Television, newspaper and radio advertising are expensive and drastically losing market share. Simply, it's costing more to talk to fewer people. It's time to look at alternatives. How about something that is -- FREE! Does that make your accountant smile? Do you think that's a marketing budget you can live with? Now, do you think that's an impossibility? Think again.
I'll assume every organization has a website on the web. Your hosting costs are the same if it just sits there or becomes active. Make it more active. A web page is not a Yellow Pages replacement. It is an opportunity to be very interactive with your visitor and easily up datable, and it should be updated constantly.
You want to get the word out? Word of mouth marketing and the speed at which this viral marketing happens is a gift in these economic times. Maximize the benefits of this gift by updating important information multiple times a week. Just to clarify, important information isn't how good your business is; its information the customer is going to value. Better uses for your products. New ideas that help customers. A wham bam new product announcement that your competitors don't have. A YouTube video of you talking with excitement about what you do! Create energy on your web site, tell the people, the world, what you do, what your distinctive competence is, and how they the customer can benefit from it. Get working on making your website sticky (people want to keep coming back to it.)
Distinctive competence
What is it you do better than everyone else in your industry? What is your business known for?
What is it that sets your business apart from the competition in your customers' eyes? Capitalize on that one thing.
A distinctive competence can be as simple as your location or as complex as your product tracking systems abilities to track inventory inside your customer warehouses. The key is to identify that competence and broadcast its virtues to your market base. You want to pound on that specific item that will have a positive impact for your customers and prospective customers. Everyone is looking for answers. Teach them the answers you are offering better than any of your competition.
Get the word out
The common reaction in a down economy is to cut costs and that is counter intuitive to bringing in more sales and growing your business. You have to get the word out above the noise of the doom and gloom and above all the competitors screaming their own virtues. How can you do this?
Television, newspaper and radio advertising are expensive and drastically losing market share. Simply, it's costing more to talk to fewer people. It's time to look at alternatives. How about something that is -- FREE! Does that make your accountant smile? Do you think that's a marketing budget you can live with? Now, do you think that's an impossibility? Think again.
I'll assume every organization has a website on the web. Your hosting costs are the same if it just sits there or becomes active. Make it more active. A web page is not a Yellow Pages replacement. It is an opportunity to be very interactive with your visitor and easily up datable, and it should be updated constantly.
You want to get the word out? Word of mouth marketing and the speed at which this viral marketing happens is a gift in these economic times. Maximize the benefits of this gift by updating important information multiple times a week. Just to clarify, important information isn't how good your business is; its information the customer is going to value. Better uses for your products. New ideas that help customers. A wham bam new product announcement that your competitors don't have. A YouTube video of you talking with excitement about what you do! Create energy on your web site, tell the people, the world, what you do, what your distinctive competence is, and how they the customer can benefit from it. Get working on making your website sticky (people want to keep coming back to it.)
Wednesday, February 25, 2009
Think outside of the box? Get rid of the box!
I'm tired of the term "Think outside of the box." What if we just got rid of the box completely? We have to be so nimble in today's pace of business, by the time we build the box it's outdated. For example, 25% of the college freshman class will be working in jobs that don't currently exist when they graduate. The college curriculum box is broken because it isn't flexible enough.
GM commits to producing Hybrid cars and as the words are coming out of their mouths gas prices drop to where the American driver is once again comfortable in big rides. The manufacturing box is broken.
Our model of business is based on structure and consistency and that is the broken box. What's the alternative? It is very scary indeed. We have to be more fluid and nimble by not just recreating product lines but recreating the business.
We have to be better tuned in with the shifting times to be better at predicting or guiding consumer behavior. We also have to learn, as Tom Peters told us many years ago, how to thrive on chaos.
In my humble opinion we need to abandon the box mindset in business leaders and embrace the fluidity of non-manufacturing companies who can retool at high speed electronically and don't necessarily need the same constraints of the old system. Even in the service industry, do banks really need a branch on every corner? In fact, do banks even need branches? Technology takes us out of the box if we let it and are willing to embrace the New business model.
GM commits to producing Hybrid cars and as the words are coming out of their mouths gas prices drop to where the American driver is once again comfortable in big rides. The manufacturing box is broken.
Our model of business is based on structure and consistency and that is the broken box. What's the alternative? It is very scary indeed. We have to be more fluid and nimble by not just recreating product lines but recreating the business.
We have to be better tuned in with the shifting times to be better at predicting or guiding consumer behavior. We also have to learn, as Tom Peters told us many years ago, how to thrive on chaos.
In my humble opinion we need to abandon the box mindset in business leaders and embrace the fluidity of non-manufacturing companies who can retool at high speed electronically and don't necessarily need the same constraints of the old system. Even in the service industry, do banks really need a branch on every corner? In fact, do banks even need branches? Technology takes us out of the box if we let it and are willing to embrace the New business model.
Tuesday, February 24, 2009
Irsymcaibmkgbfbiasapciaetc
Does that string of letters look familiar to you? Look harder, do you see any recognizable patterns in there? Do you see the most dreaded government agency, a place to work out and a large organization often referred to as Big Blue? Got it now?
That string of letters is our economic situation: A jumbled mess that is unrecognizable, totally confusing and frustrating.
But once you spend some time trying to find understandable patterns you find bits of information than suddenly become obvious. Once you find that first bit of recognition in that string of letters (irs) you gain confidence to venture forward a bit more and you discover the ymca. Once you get to ibm you easily figure out the rest of the recognizable bits of information and suddenly that string of letters no longer is mumbo jumbo.
Finding the solutions to growing in this economy is the same exercise: Look for familiar patterns and solutions. Business has been traveling at transonic speeds these last few years and we've been tripping over signs this economic wreck was coming and ignoring sound business practices until our armored car filled with cash ran off the road into a ditch. Now what?
It's time to regroup and return to the basics so we can take the steps needed to get the money wagon back on the road and start gathering momentum once again.
Basic #1 Trust
Without trust you have no relationship with customers, employees, regulators and with the person you see in the mirror. We have shattered trust in investments, in executives, in politics and most importantly -- in the American way. It doesn't matter how many bail outs are made or stimulus packages approved, until trust is restored it will not have the desired effect. Wall St. knows it and Main St. knows it and we just need to convince Pennsylvania Ave of it.
Basic #2 Shortcuts are usually down the wrong paths
In our hurry to keep up the pace, we have taken shortcuts that have taken us down the wrong paths. Ethics are sacrificed to make more money. Universities are offered weekend MBA degrees that cheapen business schools to becoming degree mills. Microwave management means everything has to be fixed in three minutes. Our financial institutions were instructed to be an equal opportunity lender regardless of credit scores and bad loans went from a rising tide to a tsunami in a matter of months.
Doing your due diligence, investing the time to learn, and following sound policies are what will get us back in the right direction. No, we will not be able to careen down the highway at the same speed we were, but we should be able to return to a level of progress that is manageable and controllable.
That string of letters is our economic situation: A jumbled mess that is unrecognizable, totally confusing and frustrating.
But once you spend some time trying to find understandable patterns you find bits of information than suddenly become obvious. Once you find that first bit of recognition in that string of letters (irs) you gain confidence to venture forward a bit more and you discover the ymca. Once you get to ibm you easily figure out the rest of the recognizable bits of information and suddenly that string of letters no longer is mumbo jumbo.
Finding the solutions to growing in this economy is the same exercise: Look for familiar patterns and solutions. Business has been traveling at transonic speeds these last few years and we've been tripping over signs this economic wreck was coming and ignoring sound business practices until our armored car filled with cash ran off the road into a ditch. Now what?
It's time to regroup and return to the basics so we can take the steps needed to get the money wagon back on the road and start gathering momentum once again.
Basic #1 Trust
Without trust you have no relationship with customers, employees, regulators and with the person you see in the mirror. We have shattered trust in investments, in executives, in politics and most importantly -- in the American way. It doesn't matter how many bail outs are made or stimulus packages approved, until trust is restored it will not have the desired effect. Wall St. knows it and Main St. knows it and we just need to convince Pennsylvania Ave of it.
Basic #2 Shortcuts are usually down the wrong paths
In our hurry to keep up the pace, we have taken shortcuts that have taken us down the wrong paths. Ethics are sacrificed to make more money. Universities are offered weekend MBA degrees that cheapen business schools to becoming degree mills. Microwave management means everything has to be fixed in three minutes. Our financial institutions were instructed to be an equal opportunity lender regardless of credit scores and bad loans went from a rising tide to a tsunami in a matter of months.
Doing your due diligence, investing the time to learn, and following sound policies are what will get us back in the right direction. No, we will not be able to careen down the highway at the same speed we were, but we should be able to return to a level of progress that is manageable and controllable.
Monday, February 23, 2009
It's Not Just a Job -- It's an Adventure!
We all have options on how we approach the times we are living in. Leadership is still about inspiring excitement, enthusiasm and determination. Maybe now more than ever leaders need to take control and set the tone for the culture of their organizations.
Show me the love
Tough times can bring out the worst in people. Stress levels are high, worries are numerous and people are angry. Mix in some cold weather, gray skies and negative news in the morning paper and rage is just under the surface for millions of American customer and workers. It's a great opportunity to show some love and appreciation. Recently, I sent my long-term clients Peace Lilies to remind them I'm here to help them grow and to thank them for their business in these difficult times. It stood out and they knew it was sincere. It was a show of love that is in short supply.
Show the love to your customers.
If you have heavy customer walk in traffic, put a coffee pot in the lobby with some flavored creamers and a sign beside it -- "Although times are tough, we still, love you! Have a cup of Joe on us."
Show the love to your employees.
Take extra care to thank employees for coming to work. Thank them for their positive attitudes. Thank them for their hard work. During challenging times workplace appreciate counts double! Show the love.
Make conflict constructive
Because of the edge of emotion people are riding, conflicts are going to be meaner and happen more often. You can't just tell people to behave. It's in them and it has to come out. That's OK -- channel it.
Remind your entire workforce you are a solution-based organization and not a blame-based organization. Constructive conflict is a good thing. It's how innovation happens. It's how creativity is improved and it's how problems get solved. If you are successful at channeling conflict behavior into creating improvements in the workplace, in the interactions between employees and in the communications throughout the organization, you will benefit greatly from the conflicts that happen.
It's not just a job -- it's an adventure.
I remember that recruiting slogan for the military a while back and it applies perfectly to today's work environment. Do you know anyone who loves to go camping? I never go camping. I work hard to have a nice comfy bed with air conditioning and electricity and running water. I like those things. But I have friends who hike into the mountains, fight the bugs, freeze in tents and have restless sleep in a sleeping bag lying on the ground with no bathrooms, no electricity -- and they love it. Why? Because it's an adventure! Imagine if those same people will be thrown out of their homes and had to live like that for a while because they got laid off? Are they still all happy about camping? No, because the mindset is different. It's no longer camping -- it's hardship.
Which are you experiencing at work -- an adventure or a hardship? It's all in your mindset. That mindset will determine how you move forward this year in your efforts, commitments and drive. People like adventures because that are fun, unpredictable, exciting, and it is unstructured. One of my buddies has a camping story where a bear showed up at their camp site one night and sniffed the tent he was in trying unsuccessfully to sleep. He was scared to death and exhilarated at the same time, and it's his favorite story to tell. That is what adventure means -- scared to death and exhilarated at the same time!
Adventures are always challenging and adventurers live for the challenge and to overcome the obstacles of that challenge whether it is climbing Pike Peak, whitewater rafting the Colorado or backpacking into bear infested mountains. Can you feel the excitement?
On the other hand, hardships are oppressing, suppressing and depressing. They are something you hope to simply survive and make the best of a bad situation.
How are you looking at our economic times? Do you see the adventure or the hardship? Those who see it as an adventure will come out on the other side of this turmoil as a much better business leader and person, not to mention how much they will enjoy the journey. Embrace the adventure.
Show me the love
Tough times can bring out the worst in people. Stress levels are high, worries are numerous and people are angry. Mix in some cold weather, gray skies and negative news in the morning paper and rage is just under the surface for millions of American customer and workers. It's a great opportunity to show some love and appreciation. Recently, I sent my long-term clients Peace Lilies to remind them I'm here to help them grow and to thank them for their business in these difficult times. It stood out and they knew it was sincere. It was a show of love that is in short supply.
Show the love to your customers.
If you have heavy customer walk in traffic, put a coffee pot in the lobby with some flavored creamers and a sign beside it -- "Although times are tough, we still, love you! Have a cup of Joe on us."
Show the love to your employees.
Take extra care to thank employees for coming to work. Thank them for their positive attitudes. Thank them for their hard work. During challenging times workplace appreciate counts double! Show the love.
Make conflict constructive
Because of the edge of emotion people are riding, conflicts are going to be meaner and happen more often. You can't just tell people to behave. It's in them and it has to come out. That's OK -- channel it.
Remind your entire workforce you are a solution-based organization and not a blame-based organization. Constructive conflict is a good thing. It's how innovation happens. It's how creativity is improved and it's how problems get solved. If you are successful at channeling conflict behavior into creating improvements in the workplace, in the interactions between employees and in the communications throughout the organization, you will benefit greatly from the conflicts that happen.
It's not just a job -- it's an adventure.
I remember that recruiting slogan for the military a while back and it applies perfectly to today's work environment. Do you know anyone who loves to go camping? I never go camping. I work hard to have a nice comfy bed with air conditioning and electricity and running water. I like those things. But I have friends who hike into the mountains, fight the bugs, freeze in tents and have restless sleep in a sleeping bag lying on the ground with no bathrooms, no electricity -- and they love it. Why? Because it's an adventure! Imagine if those same people will be thrown out of their homes and had to live like that for a while because they got laid off? Are they still all happy about camping? No, because the mindset is different. It's no longer camping -- it's hardship.
Which are you experiencing at work -- an adventure or a hardship? It's all in your mindset. That mindset will determine how you move forward this year in your efforts, commitments and drive. People like adventures because that are fun, unpredictable, exciting, and it is unstructured. One of my buddies has a camping story where a bear showed up at their camp site one night and sniffed the tent he was in trying unsuccessfully to sleep. He was scared to death and exhilarated at the same time, and it's his favorite story to tell. That is what adventure means -- scared to death and exhilarated at the same time!
Adventures are always challenging and adventurers live for the challenge and to overcome the obstacles of that challenge whether it is climbing Pike Peak, whitewater rafting the Colorado or backpacking into bear infested mountains. Can you feel the excitement?
On the other hand, hardships are oppressing, suppressing and depressing. They are something you hope to simply survive and make the best of a bad situation.
How are you looking at our economic times? Do you see the adventure or the hardship? Those who see it as an adventure will come out on the other side of this turmoil as a much better business leader and person, not to mention how much they will enjoy the journey. Embrace the adventure.
Subscribe to:
Posts (Atom)
Posts
