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The Man
Who Knows He Can
If you think
you are beaten, you are,
If you think you dare not, you don't.
If you like to win, but you think you can't,
It is almost certain you won't.
If you think you'll lose, you've lost,
For out in the world you'll find,
Success begins with a fellow's will,
It's all in the state of mind.
If you think you are outclassed, you are,
You've got to think high to rise,
You've got to be sure of yourself before
You can ever win the Prize.
Life's battles don't always go
To the stronger or faster man,
But sooner or later the man who wins
Is the man Who Knows He Can!
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Greetings,
Excuse
me as I butt into your summer. I just thought I would check-in with some
information.... if you're not on vacation or too busy with the garden.
I've combined the July and August issues into one summer newsletter. Let
me know if you had time to read!
Strategic thinkers learn to analyze their work surroundings for potential
opportunities and challenges faced by their teams, departments and
organizations. They also learn to be patient and to be sensitive to
opportunities to contribute to the way the organization does business.
It is
certainly true that middle managers must be responsive to the day-to-day
issues that face any line, system or work area. However, managers can add
considerable value to their work by looking outside the box and being
prepared to suggest creative ways to help shape and improve workplace
policies.
Pay attention and be ready for the unexpected. One
of the potential traps of front-line and middle management is the
tendency to become myopic. It is easy for managers to become so engrossed
in the daily activities of their responsibility that they have a limited
knowledge base of other organizational areas. Learn as much as you can
about the entire organization and external and internal conditions that
serve as opportunities or threats. Sometimes, circumstances can change
very quickly and you want to be the person who is ready to adapt to new
conditions.
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· What is a Strategic Plan?
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Entrepreneurs and business managers are often so preoccupied
with immediate issues that they lose sight of their ultimate objectives.
That's why a business review and preparation of a strategic plan is a
virtual necessity. This may not be the ultimate recipe for success, but
without it a business is much more likely to fail.
Strategic Plan
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· Book Report
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Smart Thinking
for Crazy Times
by Ian Mitroff
This
book's impact was made at the end of the first chapter. There I read
Critical Questions and tried to answer them. These weren't questions
about the material I had just read, but questions about me and my organization
and how we deal with problems. Subsequently, the end of each chapter
brought more questions to work on.
The
book focuses on the problem solving process and the search for the real
problem. Many management books solve predefined problems, which are good
books, as long as you're sure you've picked the right problem. The book
is a quick read, interspersed with graphics that illustrates the text.
Part 3 of the three part book delves into systematic thinking and touches
on Jungian analysis, personality types, 5 Ways of Thinking, and even
12-Step programs.
As the
saying goes, "Identifying a problem is half way to solving a
problem." This book will help you find the right problem to solve.
Read more reviews at Amazon
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· Why Value-based Fees?
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Before I get
down to finding and solving a client's problems, there's always that
pre-engagement ritual we call closing the sale. During that process there
are always questions. One of the first is, "What is your hourly
rate?" And my answer is always the same, "I don't have one."
Learn more about value-based fees
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· You can quote me on that. . . .
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"Try not to become a man of success but rather to
become a man of value."
--Albert Einstein
"To
live a creative life, we must lose our fear of being wrong."
--Joseph Pearce
"What
the mind of man can conceive and believe, It can achieve."
--Napoleon Hill
"The
reward of a thing well done is to have done it."
--Ralph Waldo Emerson
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· 10 Reasons Businesses Fail
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- Inadequate accounting
records.
- Disregarding
or misinterpreting financial records.
- Not
controlling costs.
- Inviting
fraud through poor internal control.
- Failing
to aggressively sell.
- Insufficient
working capital.
- Not
carrying adequate and appropriate insurance.
- Failing
to adequately train and develop employees.
- Improper
strategic planning.
- Not
seeking advice or professional help when necessary.
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· Please let us know. . .
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This newsletter is fueled by natural reader feedback. Send
us your likes, dislikes, and requests so we can keep building a powerful
information vehicle for Value Managers. Just reply to this email or visit
the Contact
Us page on our website.
Got a
project or business process problem? We'll help you through it. Remember,
it's guaranteed!
Please
forward this newsletter to your peers and colleagues. Click on Forward
Email below. Thanks and see you next time.
Oh by
the way, we've collected some of the past issues of The Value Manager at
our website. If you would like to review some past issues, check it out!
The Value Manager archives
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