So You`re Stuck - Gershen Consulting

Report
So You’re Stuck:
Dealing With Challenges in Business
November 22, 2013
Barnett Gershen
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Family Circus
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Housekeeping
Start Time: 9:45 AM,
Stop Time 11:00 AM
To keep us on track, and because I only have about 75 minutes to
speak, please hold your questions until the Q&A at the end. I will set
aside 15-20 minutes for the Q&A part of my presentation. You may
write your questions down with one of our pens we provided.
Please set phones to ‘silent’ mode.
A copy of this presentation may be downloaded from my website at
www.gershenconsulting.com/bscai2013.pptx or from the BSCAI
website.
Time-saving idea – Go ahead and rate me a 5 before we begin!
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Housekeeping (2)
If you haven’t already, pick up a Gershen Consulting business card at the
entrance
To be in the running for an iPad Mini ($300 retail value), leave your
business card next to the sign up sheet at the front. The winner will be
randomly selected.
Easel – 5 minute exercise…
I’ll ask 3 people in the audience “If this presentation was a great
success, what questions would I have answered?”
At the end of the presentation, I’ll return to these answers and see
how successful I really was
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Introduction – Barnett Gershen
Grew Associated Building Services (ABS) starting with two employees to
become the 9th largest privately held maintenance contractor services
company in the US with 13,000 employees and sales of $230 million.
Hands-on experience from leading Associated Building Services (ABS)
from its inception to its successful sale in 2004.
In 2005 he founded Gershen Consulting, where his proven abilities as an
executive are used in reproducing companies, driving up the top line as
well as increasing the bottom line.
Specializes in helping executives shorten their journey to the next level of
success
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ABS Growth: Revenue and Changes
2004 - Sale of ABS
2005 - Founded GC
2003 - $240MM
o
o
Implemented incentive bonus plan
Closed first of several major acquisitions
$ Revenue
2000 - $90MM
o
o
Established risk management program
Established CT management and stock option program
1996 - $40MM
o
o
Implemented customer satisfaction procedures (quarterly)
Implemented relational counseling for team building
1986 - $21MM
o
o
Implemented Birkman testing
Professionalized hiring process
1976 - $2MM
o
o
Implemented customer and employee appreciation
Implemented strategic planning
1947 – Inception - XGI
Years
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About Change
If you do what you’ve always done, you get what you always got –
Alvin Ruben, Personal Weight Trainer
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Hits Close to Home…
I’m a season ticket holder for the Houston Texans NFL team
The Texans made the playoffs in the past two seasons….but that isn’t likely to
happen this year.
We’ve lost 8 in a row, some in spectacular fashion.
But – We have the same coaches, players, stadium, and supportive fans that
we had in years past. Nothing seems to have changed! So why aren’t we
winning?
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The Answer
We aren’t winning BECAUSE nothing has changed.
Just because you do something and it works DOESN’T mean it will continue
to work
In football, as in life, change is REQUIRED if you want to enjoy continued
success
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Case Study – 49ers
Jim Harbaugh (the 49ers head coach) understands the need for change…
He benched quarterback Alex Smith and brought in a backup – Colin
Kaepernick…. And the 49ers went to the Super Bowl
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Business Life Cycles
Stable
Prime
Aristocracy
Adolescence
Divorce
Premature Aging or
Unfulfilled Entrepreneur
Early Bureaucracy
Go-Go
Founder or
Family Trap
Bureaucracy
All businesses experience
life cycles…
Infancy
Infant Mortality
Courtship
Affair
For a complete treatise on the Life Cycles
concept, go to www.adizes.com
Death
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Some Fundamental Truths About Your Journey
All organizations, like all people, have certain lifecycles.
All living organizations have issues that are common to each other.
Knowing where your organization is at on the corporate lifecycle can be
critical to its success.
With the aid of this concept, you can determine where your business is in
it’s life cycle.
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Some Fundamental Truths About Your Journey
As your business grows, your greatest strengths can become your
greatest weaknesses.
If you know what’s ahead of you, you can reach your goal of achieving the
next level faster, easier, and more efficiently (and have more fun doing it).
Your role as a leader is to accelerate your company’s ability to resolve
problems.
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Some Fundamental Truths About Your Journey
Keep in mind – These stages aren’t ‘Mutually Exclusive’, and a business is
never in just one stage
Also, a business is always moving along the life cycles continuum, it is rarely
static
It is your job to determine where your business is along the cycle, and what
direction it is going (an expert is often needed for this determination).
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An Interesting Comparison…
Common
Business Cycle
Stable
Sale
Prime
Adolescence
2003 - $240MM
2000 - $90MM
Divorce/Premature
Aging
Unfulfilled Entrepreneur
Go-Go
ABS Experience
1996 - $40MM
Founder or
Family Trap
Infancy
1986 - $21MM
Infant Mortality
Courtship
Affair
1976 - $2MM
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Example: ‘Go-Go’ Stage (1 of 2)*
Some Characteristics of the ‘Go-Go’ Stage (1 of 2)
•
Company with a successful product or service, rapidly growing sales, and a strong cash flow
•
Key customers are raving about the products and ordering more
•
Prone to rapid diversification and spreading themselves too thin; so many ‘irons in the fire’ that they cannot
give the necessary attention to each one
•
Sales driven, and has an insatiable appetite for growth
•
Every opportunity uncovered in the marketplace looks promising; agreements are often signed before the
company really knows if it can do the work
•
Everything is a priority; strategically important projects often get pushed aside for the latest ‘hot’ project
•
Leaders often don’t listen to criticism or warnings; this is left over from what initially made them
successful in the ‘Infancy’ stage
*Please refer to the ‘Business Life Cycles’ handout
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Example: ‘Go-Go’ Stage (2 of 2)*
Some Characteristics of the ‘Go-Go’ Stage (2 of 2)
•
Management is often ineffective and frustrated; Go-Go leaders often have little time to manage due to
their personal involvement in the company
•
Information and accounting systems are weak; useful cost accounting and accurate reporting is often a
distant dream; management reports are often published so late that they are of little use for day-to-day
operations
•
Company is organized around people and projects
•
Employees are frustrated due to overwhelming workload, unclear responsibilities, and fuzzy goals
•
As the company continues to succeed, procedures and systems expand in response to emerging
opportunities or unexpected problems, rather than a long-term plan
•
Continued success may eventually cause a major crisis that could threaten the loyalty of major clients, or
jeopardize the entire business
*Please refer to the ‘Business Life Cycles’ handout
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‘Go-Go’: Pathologies*
Pathologies of Go-Go: The Founder's or Family Trap
The Family Trap occurs in businesses that are owned by a family where control remains in
the hands of family members, and the family is unwilling/unable to place trust in non-family
members.
In the Family Trap, leadership is determined on the basis of ownership and bloodlines,
rather than competence and experience. In these situations, the company has again failed
to separate ownership from management. Companies caught in a Family Trap are
particularly vulnerable when control is transferred to an incompetent family member.
*Please refer to the ‘Business Life Cycles’ handout
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‘Go-Go’: Solutions*
Prescription for Go-Go Success:
•
Reining in activities and getting the enterprise to focus; Identifying the organization's priorities is not as
important as identifying what is NOT a priority.
•
Continuous restructuring
•
Developing the skills, systems, trust, and respect needed to support delegation and eventually
decentralization
•
Transition from management-by-intuition and management-by-the-seat-of-its-pants to a more professional
approach; Usually occurs only after the company finally experiences a truly major crisis (without killing the
company).
•
Delegating to a team of people, rather than to a single individual. The development of effective teamwork
among the senior management group becomes critical in Adolescence, so it is a good time to begin forging
a strong team during Go-Go. When delegation is successful, the Founder and the management team can
tackle decentralization, which is a much more challenging transition that involves transferring the
responsibility for strategic decision-making from the Founder to other key managers.
•
This is a key point – We will follow up with more info…
*Please refer to the ‘Business Life Cycles’ handout
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Business Life Cycle Stages
“Like the Eagles once said, you're the new kid in town… Until you're not. I
think every manager has a period of about 2-3 years in the company, then
they either need to get a different team in the same company, change
companies, or do what is hardest -reinvent themselves and the personal
value proposition they bring to the company and their teams. I call it shelf
life.”
Kris Dunn, HR Capitalist, December 21st, 2012
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Managing Teams
-
William Allen, a director of strategy
and operations for Adobe, has
proposed some unique perceptions
on the team building aspect of the
Go-Go stage…
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Not a Good Reason…
- William Allen, Director of Strategy and Operations, Adobe
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Managing Teams
Mr. Allen sees change as essential for teambuilding in a growing business. He recommends:*
Talk, talk, talk more
Effective communication can virtually eliminate the “I’m waiting for
someone else to finish” problem, among other issues
Leverage technology, but don’t force it
Use what your teams gravitate towards and need, rather than forcing
the implementation of a “perfect” solution
Favor in-person conversations, not email
A few minutes of face-to-face communication can eliminate days of
email threads, plus not as much is ‘lost in translation’
Hold ‘all-hands’ meetings
Actively build these short meetings into your calendar
When it stops working, stop doing it
The single worst reason to continue doing something is because you did
it before
* For more information, refer to the ‘How Your Team Can Stay Nimble While Growing’ article
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Life Cycle of a Democracy
Liberty
Complacency
Abundance
Apathy
Great Courage
Spiritual Faith
Bondage
“The average age of the world’s
greatest civilizations…has been about
200 years. During those years….they
progressed through this sequence”
- Alexander Tyler, 1887
Dependence
Bondage
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Something to Think About…
Liberty
Complacency
Abundance
Apathy
Great Courage
Spiritual Faith
Bondage
Where is the US
on this life cycle?
Dependence
“One of the penalties for refusing to
participate in politics is that you end up
being governed by your inferiors”.
Plato
Bondage
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The Good News…
These cycles are common to everybody and every living thing
They are predictable
They are all solvable
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The Bad News
There are NO REAL SHORTCUTS
If you don’t solve these issues, they will come back and
continue to teach you this lesson over and over again
It takes a lot of work to keep from getting ‘stuck’, and even
more work to get ‘unstuck’
So why don’t leaders do the right thing?
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Why Don’t Leaders do the Right Thing?
The 1992 movie ‘Scent of a Woman’ gives us an idea…
At the end of the movie, Al Pacino (Col. Frank Slade) comes
to the defense of Charlie, a young boarding school attendee
(Chris O’Donnell).
Charlie witnessed a prank on the school’s headmaster, and
now he is threatening to expel Charlie (an action that could
prevent him from being accepted to Harvard) unless he
reveals who is responsible for the prank.
Col. Slade defends Charlie, and in the process, imparts some
wisdom about tough choices and hard work…
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“Too Damn Hard…”
* The entire speech can be downloaded from www.gershenconsulting.com/scentofawoman.wmv
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Texas A&M – Managing Elite Talent
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Texas A&M – Managing Elite Talent
A recent Forbes article about Texas A&M head coach Kevin Sumlin identifies several of the concepts we
have been referring to:
•
Success can be a leader’s worst enemy
•
Nothing halts progress like taking for granted that one’s past victories will continue into the future
•
Every battle, every game, is different, and one cannot assume that what worked before will work
today
•
You can have the most talented players in the world, but if you’re inconsistent in your leadership
and strategy, it will prove fatal for you every time
For much more information, you can read the entire article at
http://www.forbes.com/sites/jasonbelzer/2013/10/08/texas-amfootball-and-the-secret-to-managing-elite-talent/
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What Determines How Fast/Well?
Culture
Management Team
CEO
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The CEO
Notes about the CEO
•
•
•
•
CEO
•
Everything starts here
Has enough ego strength to be
able to ask for help
Many roles – Chief optimism
officer, chief pessimism officer
“The day you’re no longer solving
problems is the day you’re no
longer leading”
• Colin Powell
Strong enough to know what he
knows, wise enough to know
what he doesn’t know
• This may be the most
important trait…
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The CEO – Knowing What you Don’t Know
In 1872, The Battle of Little Bighorn, commonly known as ‘Custer’s Last
Stand’ was a crushing defeat for US Army forces…. But could the outcome
have been different?
As he was preparing for the march to the battle, Custer was interrupted by
a salesman who insisted his product would be very helpful to the US forces.
However, Custer was busy preparing for battle, and brushed the salesman
aside. He was too busy for a sales pitch….
Why was the salesman so insistent? What was he selling?
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The CEO – Knowing What you Don’t Know
A relatively new technology….called a Gatling Gun
Custer was too busy to listen, and he didn’t take the time to consider ‘what
he didn’t know’….
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The Management Team
Notes about the ‘Management
Team’
•
Management Team
CEO
•
•
•
•
•
•
Focused on shared results –
Mission / Vision / Goals
Impeccable with word
Constantly reaching for next level
Always focused on doing their
best
A bias for action
Self-policing
Succession plans
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
The Culture
Notes about the ‘Culture’
Culture
Management Team
CEO
•
•
•
•
•
•
•
•
•
Small, continuous improvement
Pay for results, not activities
Discipline
Consistency
Management by values
Open communication
Transparency
“We have met the enemy, and he
is us”
“To thine own self, be true”
• Polonius, Hamlet
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So Now What?
Plan your work, and work your plan!
• Your business is stuck, and you want to get
it ‘unstuck’.
• You are developing a plan.
• Now, how do we execute the plan?
Develop a shared vision, and from that vision,
Develop ‘Best Practices’…
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Shared Vision (Mission/Vision/Goals)
HAVE A MISSION – “The reason you open the doors”
Example: “To profitably provide the best building maintenance
services in (your city, your state, USA, earth, galaxy)”
HAVE A VISION – “Where you are, where you want to go”
Example: “We are currently at $10MM in 2014?, we want to get to
20MM by 2018?”
HAVE KEY OBJECTIVES – S.M.A.R.T.S.
Example: Increasing sales, increasing customer retention, increasing
profitability, building the best team, strategic issues…see next slide
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Tactical Plan Example - ABS
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Example Tactical Plan (Pg. 1)
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Example Tactical Plan (Pg. 2)
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Example Tactical Plan (Pg. 3)
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Tactical Plan/Best Practices
A procedure for developing a corporate Tactical Plan and Best Practices should occur in 3 stages:
Repository
Tactical Plan
Best Practices
 This is a list of all
tactics/tasks discussed
All ‘good ideas’, as well
as items that cannot be
addressed during the
particular quarter will be
placed here
Refer to this list in each
of the quarterly meetings
to see what is ‘in our
arsenal’ of new tasks that
could be implemented to
support our objectives
 Drawing from the
repository, tasks/tactics
that will be implemented
in the upcoming quarter
are placed on the tactical
plan.
The Tactical Plan should
be thoroughly reviewed in
the quarterly meeting, but
ideally, this would be
reviewed monthly at each
financial meeting.
 Drawing from the
Tactical Plan, tasks that
have been successfully
implemented (having
been measured, managed,
assessed, and corrected)
will be placed in the ‘Best
Practices’ list
Only completed tasks go
here
These will become part
of the job descriptions for
each person so that they
will be completed as a
part of the culture of the
organization.
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Step 1 - Repository
Repository (tactics
in Waiting)
 This is a list of all
tactics/tasks discussed
All ‘good ideas’, as well
as items that cannot be
addressed during the
particular quarter will be
placed here
Refer to this list in each
of the quarterly meetings
to see what is ‘in our
arsenal’ of new tasks that
could be implemented to
support our objectives
The repository is a list of all future tactics and tasks
that are recommended, but cannot be done this
quarter
Think of this as a ‘Tasks in Waiting’ list, everything
that we don’t want to forget goes here
When we come up with additional tasks, we put
them on this list so we don’t deviate from the 4 or
5 that are currently being worked on (see next
slide)
This list will be referred to in each quarterly
meeting to see what new tactics/tasks we have
available to support our objectives
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Step 2 – Tactical Plan
Tactical Plan
 Drawing from the
repository, tasks/tactics
that will be implemented
in the upcoming quarter
are placed on the tactical
plan.
The Tactical Plan should
be thoroughly reviewed in
the quarterly meeting, but
ideally, this would be
reviewed monthly at each
financial meeting.
The Tactical Plan is a list of tasks that are currently being
implemented, each one supporting one of the key 5
objectives (Increasing sales, Increasing customer
retention, increasing profitability, building the team, and
strategic)
This plan will address 4-5 tasks PER each key objective
(Example: 4-5 tasks that address Increasing sales, 4-5
tasks that address Increasing profitability, etc.)
This is a somewhat ‘short term’ plan, in that these tasks
will be implemented over a specific quarter, and then
reviewed at the end of the quarter to determine
success/failure
Process for developing this list includes defining the
objective, agreeing on tactics (through mutual
negotiation) that support the objective, and then putting
them on the tactical plan (drawing from the ideas in the
repository)
If tasks are not successful, move back to repository, if they
are, move to best
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BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention
Step 3 – Best Practices
Best Practices
 Drawing from the
Tactical Plan, tasks that
have been successfully
implemented (having
been measured,
managed, assessed, and
corrected) will be placed
in the ‘Best Practices’ list
Only completed tasks go
here
These will become part
of the job descriptions for
each person so that they
will be completed as a
part of the culture of the
organization.
This list contains tasks that have been completed,
and are currently being used successfully
At this point, these are known as ‘Best Practices’,
and should be removed from the Tactical Plan and
included on this list
These Best Practices should be included in the job
descriptions and performance evaluations of each
person so that they will be completed as part of the
culture of the organization
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Tactical Plan Review
Just making the Tactical Plan isn’t enough – It’s your job to lead the charge
for regular review of the document
The leader reviews the plan first, and then holds a quarterly strategic
planning meeting (all hands) to review effectiveness and see what needs to
be started, stopped, and continued.
Make sure the results of these strategic planning meetings are used in each
employees performance evaluation. By doing this, you will be paying for
results, not just activities.
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Three Questions for the Leader to Ask:
 IF NOT THIS, WHAT?
 IF NOT YOU, WHO?
 IF NOT NOW, WHEN? (TIME IS MONEY)
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How Do you Decide?
What if you’ve got 50 or 60 tactics, and you want to narrow the field to the
top 5-6 for each category?
The 80/20 rule can help..
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80/20 Rule
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Now What? (revisited)
You’ve got a plan – but how do you make sure it is implemented? How do you
‘Work your plan’?
I recommend you create a Policing Mechanism
I prefer a quarterly ‘all hands’ meeting (attendance is mandatory) where the
plan (and only the plan) is discussed. Specifically –
How well is the plan working overall?
What do we need to start doing, stop doing, and keep doing?
If something isn’t working, who will change it (and how/when/etc…)
The leader may need help during this stage, possibly from
Board of directors
Outside consultant (hint, hint)
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Lots of Moving Parts…
Whose job is it to do all this?
“If it is to be, it is up to me.” - Martin Luther King, Jr.
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Pogo - Walt Kelly
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Questions/Comments/Easel
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Recommended Reading (1)
People Economics – Regression to the Mean
Kris Dunn
Link http://www.hrcapitalist.com/2012/12/people-economicsregression-to-the-mean.html
Adizes Methodology
Ichak Adizes
Link http://www.adizes.com/
Adizes – Infancy Stage
Ichak Adizes
http://www.adizes.com/corporate_lifecycle_infancy.html
Adizes – Go Go Stage
Ichak Adizes
http://www.adizes.com/corporate_lifecycle_gogo.html
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Recommended Reading (2)
Necessary Endings
Dr. Henry Cloud
Link http://www.amazon.com/Necessary-Endings-EmployeesBusinesses-Relationships/dp/0061777129
Boundaries for Leaders
Dr. Henry Cloud
Link http://www.amazon.com/Boundaries-Leaders-ResultsRelationships-Ridiculously/dp/0062206338
Texas A&M Football and the Secret to Managing Elite Talent
Jason Belzer, Forbes Magazine
Link http://www.forbes.com/sites/jasonbelzer/2013/10/08/texasam-football-and-the-secret-to-managing-elite-talent/
How Your Team Can Stay Nimble While Growing
William Allen
Link https://www.openforum.com/articles/how-your-team-canstay-nimble-while-growing/
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Tip of the Iceberg
We’ve covered a lot, but this is truly
the ‘tip of the iceberg’
For more information, you may
contact Mr. Gershen’s office:
(713) 839-1990
[email protected]
www.gershenconsulting.com
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Business Life Cycles
Stable
Prime
Aristocracy
Adolescence
Divorce
Premature Aging or
Unfulfilled Entrepreneur
Early Bureaucracy
Go-Go
Founder or
Family Trap
Infancy
Infant Mortality
Courtship
Affair
Bureaucracy
Studies show that genius level
achievement comes not from
innate talent, but from years of
hard work and deliberate practice
Death
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