Communication Idol
The hit television show American Idol has recently premiered another season of showcasing young singers and allowing viewers to vote their favorites toward stardom. For those of you who don't watch the show -- or won't admit to watching it -- here's how it works: After contestants perform on live television, viewers can cast their votes by calling special telephone numbers or by sending text messages. The performer receiving the fewest votes goes home, but all the others return the following week to try again. Each season's winner receives a recording contract and a head start on the road to success.
After each weekly performance, a three-judge panel provides instant feedback to the singers. Randy Jackson, a Grammy Award-winning record producer and former bass player for the group Journey, sits on the panel. A music industry veteran, Jackson has mastered his profession's lingo and each contestant, whether male or female, hears a critique that goes something like this:
Be the bomb with your employees: use language everyone can understand.
After each weekly performance, a three-judge panel provides instant feedback to the singers. Randy Jackson, a Grammy Award-winning record producer and former bass player for the group Journey, sits on the panel. A music industry veteran, Jackson has mastered his profession's lingo and each contestant, whether male or female, hears a critique that goes something like this:
"Yeah-uhhh! Yo, yo dude. What's up dawg? How you feelin'? You feelin' all right? Listen, man. I've got to give you props. You're doing your thing and it was dope. You're the bomb, baby.”If you are in the entertainment industry, or a devoted viewer, you probably understand that this performer impressed Randy. If you are hearing the vernacular for the first time, you are probably confused, to put it mildly. Thank goodness, the language we use in our professions is easier to understand, right? Or is it? Consider the following compilation of business jargon:
"Let's talk offline after the OD quality circle. With all this synergy, we should tap our knowledge network, benchmark some competency profiles, and find best practices for establishing employee engagement through blended learning. I have to go meet with an ADO in one of our SBUs, but at the end of the day, it's up to us to find a seamless solution to our disconnect."Every industry, profession, and organization has its own specialized vocabulary. We use business phrases, buzzwords, abbreviations, and acronyms as verbal shortcuts to streamline communication among colleagues. But rather than improving communication, jargon often hinders it. If the words you use lack substance, you'll leave your employees scratching their heads.
Be the bomb with your employees: use language everyone can understand.
Labels: communication, employees
Bookmark this post on del.icio.usThe Moment of Truth
"I don't go out of my way to earn my employees' trust," a banking colleague once told me. "But whenever the moment of truth arrives, I think they know I'll do the right thing." To illustrate the flaws in that mindset, I shared the following banking analogy with him.
Banks occasionally receive large cash deposits just before closing time, when it's too late to count the cash. When that happens, banks will often give a good customer provisional credit; that is, they'll credit the customer's account with the amount listed on the deposit slip and then count the money on the following day. Of course, banks reward that level of trust only to customers with a demonstrated history of accurate deposits.
Your employees grant trust the same way. Every time you do something that demonstrates adherence to your organization's values, each employee who either witnesses or hears about it will subconsciously give you a deposit in an imaginary "trust fund." Employees give you provisional credit for those deposits until you prove worthy of their trust. So, if you wait for a moment of truth to come along to show your commitment to the organization's values, your chances of earning employee trust are limited, and building up a permanent balance in your trust fund will take years. The real time for action is now.
Leadership is not about the moment of truth. It's about every moment. You must demonstrate your organization's values continuously and proactively in order to secure your employees' trust.
Banks occasionally receive large cash deposits just before closing time, when it's too late to count the cash. When that happens, banks will often give a good customer provisional credit; that is, they'll credit the customer's account with the amount listed on the deposit slip and then count the money on the following day. Of course, banks reward that level of trust only to customers with a demonstrated history of accurate deposits.
Your employees grant trust the same way. Every time you do something that demonstrates adherence to your organization's values, each employee who either witnesses or hears about it will subconsciously give you a deposit in an imaginary "trust fund." Employees give you provisional credit for those deposits until you prove worthy of their trust. So, if you wait for a moment of truth to come along to show your commitment to the organization's values, your chances of earning employee trust are limited, and building up a permanent balance in your trust fund will take years. The real time for action is now.
Leadership is not about the moment of truth. It's about every moment. You must demonstrate your organization's values continuously and proactively in order to secure your employees' trust.
Labels: employees, leadership, trust
Bookmark this post on del.icio.usBullies on Board
"Nothing can prepare you for working with a sociopathic serial bully. It is the most devastating, draining, misunderstood, and ultimately futile experience imaginable." -Tim Field
I have written before about bosses who bully their employees and workers who bully their coworkers; without question, bullying is a growing threat in the corporate workplace. But there's another business environment in which bullies breed: the nonprofit boardroom. And more often than not, in charitable organizations the victim of board bullying is the agency's executive director.
In my role as a leadership trainer, I often speak to nonprofit boards about their fiduciary responsibilities. To my surprise, countless executive directors have pulled me aside and described being bullied by one or more of their board members. And as an experienced board member myself, I've witnessed the harassing behavior firsthand. So, I've been reading up on what make bullies tick.
I'm convinced that the nonprofit bully's ultimate goals are to chair the board, gain total control, and influence every decision. Accordingly, bullies begin maneuvering for power soon after joining the board. They start by publicly attacking the person with the most knowledge about the organization and the person with the most to lose by fighting back—in other words, the executive director. They hope to gain credibility with other board members by criticizing the wisdom of the executive director, and they count on their fellow trustees assuming that the executive director's silence validates the criticism.
Bullies thrive on this deliberate confrontation. Let's face it: most boards fail to address the bully's confrontational behavior in order to avoid, well, confrontation. Therefore, the easiest way for a bully to get power is to be confrontational. So, bullies second-guess the executive director, make unreasonable work demands, set impossible deadlines, and leave the director out of important conversations. And in that selfish quest for power, the bully sabotages the charity's mission.
Boards that tolerate bullying create hostile work environments for their executive directors. Agency heads who remain silent out of fear of losing their jobs are considered weak or incompetent; those who speak up to defend themselves are accused of insubordination. Board members who are unwilling to confront their bullying colleagues are guilty of condoning the behavior.
One final thought. In my experience, when board members band together against bullies, the offenders get frustrated and leave.
What do you think? Post a Comment
I have written before about bosses who bully their employees and workers who bully their coworkers; without question, bullying is a growing threat in the corporate workplace. But there's another business environment in which bullies breed: the nonprofit boardroom. And more often than not, in charitable organizations the victim of board bullying is the agency's executive director.
In my role as a leadership trainer, I often speak to nonprofit boards about their fiduciary responsibilities. To my surprise, countless executive directors have pulled me aside and described being bullied by one or more of their board members. And as an experienced board member myself, I've witnessed the harassing behavior firsthand. So, I've been reading up on what make bullies tick.
I'm convinced that the nonprofit bully's ultimate goals are to chair the board, gain total control, and influence every decision. Accordingly, bullies begin maneuvering for power soon after joining the board. They start by publicly attacking the person with the most knowledge about the organization and the person with the most to lose by fighting back—in other words, the executive director. They hope to gain credibility with other board members by criticizing the wisdom of the executive director, and they count on their fellow trustees assuming that the executive director's silence validates the criticism.
Bullies thrive on this deliberate confrontation. Let's face it: most boards fail to address the bully's confrontational behavior in order to avoid, well, confrontation. Therefore, the easiest way for a bully to get power is to be confrontational. So, bullies second-guess the executive director, make unreasonable work demands, set impossible deadlines, and leave the director out of important conversations. And in that selfish quest for power, the bully sabotages the charity's mission.
Boards that tolerate bullying create hostile work environments for their executive directors. Agency heads who remain silent out of fear of losing their jobs are considered weak or incompetent; those who speak up to defend themselves are accused of insubordination. Board members who are unwilling to confront their bullying colleagues are guilty of condoning the behavior.
One final thought. In my experience, when board members band together against bullies, the offenders get frustrated and leave.
Labels: leadership
Bookmark this post on del.icio.us
I couldn't agree more. I've just spent two days telling 6th graders that the secret to getting rid of bullying is for the people observing it happen to stand up.
The secret to the success of bullies is that no-one steps up. They are left to do whatever they want to the person being bullied because the bystanders are too scared or don't think it's their place, or figure people should stand up for themselves.
Bullies run away when they're confronted by other people.
The secret to the success of bullies is that no-one steps up. They are left to do whatever they want to the person being bullied because the bystanders are too scared or don't think it's their place, or figure people should stand up for themselves.
Bullies run away when they're confronted by other people.
What do you think? Post a Comment
Teen Ethics
Here's sobering news for hiring managers: four out of ten teenagers believe that cheating, plagiarizing, lying, or behaving violently is sometimes necessary for their success. The fifth annual Junior Achievement/Deloitte Teen Ethics Survey polled U.S. teenagers ranging in ages from thirteen to eighteen about their ethical standards. Although 71 percent of respondents said they have what it takes to make ethical decisions once they enter the workforce, 38 percent said dishonesty and violence are acceptable as long as those behaviors help them succeed.
Consider these findings: More than half of the 24 percent of teenagers who said it's okay to cheat on a test listed a personal desire to succeed as suitable rationalization. Twenty-three percent said violence toward others can be justifiable when settling arguments or seeking revenge. And while 95 percent said stealing something from a store is dishonest, 47 percent found nothing wrong with downloading music from an online retailer without paying for it.
"As the teens of today become the workforce of tomorrow, it is more important than ever that they learn how to make appropriate, ethical decisions," says Gerald Czarnecki, president and chief executive officer of JA Worldwide. Indeed. Leaders I speak with are increasingly frustrated to discover that many young people entering the fulltime workforce lack the ability to recognize right from wrong. They find themselves having to teach workplace behaviors they think young adults should already know; that it's proper to call their supervisors when staying home sick, for instance, or that it's improper to text message their friends during staff meetings. But who's going to teach this stuff to our youth?
As it turns out, Junior Achievement and Deloitte will. The two organizations have collaborated to launch JA Business Ethics, a new program developed to help prepare high school students for making ethical decisions at work. The program's hands-on classroom activities and real-life applications allow students to compare their personal beliefs with accepted ethics theories. Additionally, Junior Achievement updated Excellence through Ethics, its free online program that provides ethical lessons for students in grades four through twelve. "Our society relies on its members having a clear understanding that integrity and trust are the foundation of all human relationships," explains Czarnecki. Thankfully, JA and Deloitte are helping to build that foundation.
Consider these findings: More than half of the 24 percent of teenagers who said it's okay to cheat on a test listed a personal desire to succeed as suitable rationalization. Twenty-three percent said violence toward others can be justifiable when settling arguments or seeking revenge. And while 95 percent said stealing something from a store is dishonest, 47 percent found nothing wrong with downloading music from an online retailer without paying for it.
"As the teens of today become the workforce of tomorrow, it is more important than ever that they learn how to make appropriate, ethical decisions," says Gerald Czarnecki, president and chief executive officer of JA Worldwide. Indeed. Leaders I speak with are increasingly frustrated to discover that many young people entering the fulltime workforce lack the ability to recognize right from wrong. They find themselves having to teach workplace behaviors they think young adults should already know; that it's proper to call their supervisors when staying home sick, for instance, or that it's improper to text message their friends during staff meetings. But who's going to teach this stuff to our youth?
As it turns out, Junior Achievement and Deloitte will. The two organizations have collaborated to launch JA Business Ethics, a new program developed to help prepare high school students for making ethical decisions at work. The program's hands-on classroom activities and real-life applications allow students to compare their personal beliefs with accepted ethics theories. Additionally, Junior Achievement updated Excellence through Ethics, its free online program that provides ethical lessons for students in grades four through twelve. "Our society relies on its members having a clear understanding that integrity and trust are the foundation of all human relationships," explains Czarnecki. Thankfully, JA and Deloitte are helping to build that foundation.
Labels: employees, hiring, integrity, values
Bookmark this post on del.icio.us10 Great Leadership Blunders: 2007
It's time to recognize the ten dumbest leadership moves of the year. In what has become an annual tradition (hey, it's the second year in a row!), I have compiled ten examples of leadership behavior certain to strip the offenders of any credibility while triggering an employee stampede to the door.
1. In March, consumer-electronics retailer Circuit City fired 3,400 salespeople who earned 51 cents more per hour than what management called the "market-based salary range for their role." The company intended to replace the overpaid employees with workers willing to work for less. Then, the company's sales tanked. Stock analysts blamed the slump on management's decision to fire its most experienced employees. So, in a move even more offensive than the firings, Circuit City asked those terminated employees to come back to work and help revive the company's sales. Perhaps the company should consider the sincerity of its slogan, "It's all about helping you."
2. Circuit City is the first company to earn two spots on the 10 Great Leadership Blunders list, and it's an honor the retailer rightfully earned. In December, the same leaders who fired frontline salespeople for earning 51 cents an hour too much, awarded millions in cash incentives to "key executives" who agreed not to quit. Top executives were offered between $600,000 and $1 million each for promising to remain with the company until 2011. The company said it established the incentives "to ensure the stability of the company's leadership team." What stability? Circuit City’s board should think about offering Philip Schoonover a cash incentive NOT to stay.
3. Managers at Catfish Bend Casino in Burlington, Iowa were livid when they discovered a "Dilbert" comic strip hanging on an office bulletin board. In the cartoon, Dilbert begins a conversation with another fictional character by asking, "Why does it seem as if most of the decisions in my workplace are made by drunken lemurs?" The offended managers reviewed surveillance tapes until they found footage showing security supervisor David Steward posting the strip, and they promptly fired him. Defending the termination in court, the company's HR director Steve Morley testified, "Basically, he was accusing the decision-makers of being drunken lemurs." The judge sided with Steward -- who said he was simply trying to cheer up coworkers worried about upcoming layoffs -- and ordered the casino to pay his unemployment benefits. As if describing the leadership mindset that led to Steward's firing, Dilbert's comic-strip friend answers his question by explaining, "Decisions are made by people who have time, not people who have talent."
4. It's impossible to compile a list of leadership blunders without including politicians. Two particularly bone-headed moves stood out in 2007. Senator Larry Craig of Idaho was arrested after making sexual advances toward another man in a Minneapolis airport bathroom. The other man was an undercover police officer. After his arrest, Craig announced he would relinquish his Senate seat; he later changed his mind and plans to serve out the remainder of his term. In Plant City, Florida, vice mayor Robert Brown apologized publicly to his wife for having an extramarital affair. Although it's not uncommon for politicians to openly beg forgiveness for their indiscretions, Brown's apology came during a city commissioners' meeting. "I apologize for my behavior and the hurt I caused," Brown told his wife of twenty-five years, who was sitting in the audience. He presented her with flowers and a kiss and then resumed the meeting.
5. Things have not gone well at British Petroleum over the past two years. In May 2005, an explosion at a Texas refinery killed fifteen people. A pair of Alaskan pipeline leaks in 2006 was attributed to the company's shoddy maintenance practices. And recent problems have delayed completion of an oil production platform in the Gulf of Mexico. Through it all, John Browne somehow managed to hang onto his job as CEO. But at last, BP's board found something to fire Browne for: having a four-year relationship with a male escort and lying about it to the High Court during his lawsuit against a London tabloid. Board chair Peter Sutherland said Browne "should be compelled by his sense of honor to resign in these painful circumstances." Note to Sutherland: there's nothing honorable about deadly explosions and environmental disasters.
6. For eight years, an anonymous contributor to Internet financial forums wrote scathing criticisms about natural-food grocer Wild Oats Markets. In hundreds of posts, the writer known only by the pseudonym "Rahodeb," claimed the retailer's shares were overpriced and questioned why anyone would own the stock. In February, rival Whole Foods Market announced its intention to buy Wild Oats. While considering the antitrust ramifications of the merger, the Federal Trade Commission uncovered Rahodeb's true identity: Whole Foods Market CEO John Mackey. Whole Foods officials deny that Mackey used his secret identity to drive down Wild Oats' stock price before he bought the company, but a skeptical FTC moved to block the merger. Perhaps Rahodeb's most pathetic post was his response to another discussion-board writer who unwittingly poked fun at Mackey's haircut. "I like Mackey's haircut," said Rahodeb. "I think he looks cute!"
7. In its Code of Conduct for event attendees, Madison Square Garden -- owner of the New York Knicks basketball team and the New York Rangers hockey team -- asks guests to "be respectful of others around them" and "refrain from using foul/offensive language." Apparently, the Code does not apply to the Garden's male employees. In October, a Federal District Court in Manhattan ordered the Garden and its parent company Cablevision to pay $11.6 million to a former executive who was fired after she reported obscenity-laced tirades and unwanted sexual advances by Knicks coach Isiah Thomas. Sixteen days later, the company settled another sexual-harassment lawsuit filed by a former Rangers cheerleading-squad captain. The headline of a New York Times article by Selena Roberts appropriately cautions: "The Garden Needs a Warning Label."
8. While his company's hedge funds crumbled and helped fuel a developing global credit crisis, Bear Stearns CEO James Cayne went golfing and played bridge, according to a Wall Street Journal investigation. The newspaper reported that during an especially critical ten-day period in July, Cayne was in Nashville playing in a bridge tournament -- without his cell phone. Even as the crisis worsened throughout the summer, Cayne knocked off work on Thursday afternoons and played golf every Friday, according to the Journal. Two of Bear Stearns Asset Management's hedge funds lost billions through investments in securities backed by subprime mortgages. Cayne, who denied the allegations, announced that he would forgo his 2007 bonus.
9. MIT students and faculty members were shocked to learn that their school had fallen several places in U.S. News & World Report’s annual ranking of colleges. Investigating MIT's drop from fourth to seventh place, the school newspaper discovered that officials had quietly fixed an "honest mistake" that inflated MIT's standings in previous years. Until this year, when calculating the average SAT scores of new students, MIT excluded the scores of foreign students. Non-native English-speaking students tend to score lower in reading on SAT tests than their American-born classmates, so omitting their scores overstated MIT's average and, thus, improved its standing in the magazine's report. It was the second scandal involving the MIT admissions department in 2007. In April, admissions dean Marilee Jones resigned after admitting she lied about her credentials when applying for a job at MIT twenty-eight years ago.
10. Before the New England Patriots went 16-0, they had to go to the woodshed. NFL officials discovered team leaders spying on New York Jets coaches during an early-season game, using a video camera to steal defensive signals from the Jets' sideline. Commissioner Roger Goodell fined Patriots head coach Bill Belichick $500,000. He also fined the team $250,000 and ordered owners to forgo this year's first-round draft choice. Critics say the Patriots' perfect season should be marked with an asterisk.
What do you think? Post a Comment
1. In March, consumer-electronics retailer Circuit City fired 3,400 salespeople who earned 51 cents more per hour than what management called the "market-based salary range for their role." The company intended to replace the overpaid employees with workers willing to work for less. Then, the company's sales tanked. Stock analysts blamed the slump on management's decision to fire its most experienced employees. So, in a move even more offensive than the firings, Circuit City asked those terminated employees to come back to work and help revive the company's sales. Perhaps the company should consider the sincerity of its slogan, "It's all about helping you."
2. Circuit City is the first company to earn two spots on the 10 Great Leadership Blunders list, and it's an honor the retailer rightfully earned. In December, the same leaders who fired frontline salespeople for earning 51 cents an hour too much, awarded millions in cash incentives to "key executives" who agreed not to quit. Top executives were offered between $600,000 and $1 million each for promising to remain with the company until 2011. The company said it established the incentives "to ensure the stability of the company's leadership team." What stability? Circuit City’s board should think about offering Philip Schoonover a cash incentive NOT to stay.
3. Managers at Catfish Bend Casino in Burlington, Iowa were livid when they discovered a "Dilbert" comic strip hanging on an office bulletin board. In the cartoon, Dilbert begins a conversation with another fictional character by asking, "Why does it seem as if most of the decisions in my workplace are made by drunken lemurs?" The offended managers reviewed surveillance tapes until they found footage showing security supervisor David Steward posting the strip, and they promptly fired him. Defending the termination in court, the company's HR director Steve Morley testified, "Basically, he was accusing the decision-makers of being drunken lemurs." The judge sided with Steward -- who said he was simply trying to cheer up coworkers worried about upcoming layoffs -- and ordered the casino to pay his unemployment benefits. As if describing the leadership mindset that led to Steward's firing, Dilbert's comic-strip friend answers his question by explaining, "Decisions are made by people who have time, not people who have talent."
4. It's impossible to compile a list of leadership blunders without including politicians. Two particularly bone-headed moves stood out in 2007. Senator Larry Craig of Idaho was arrested after making sexual advances toward another man in a Minneapolis airport bathroom. The other man was an undercover police officer. After his arrest, Craig announced he would relinquish his Senate seat; he later changed his mind and plans to serve out the remainder of his term. In Plant City, Florida, vice mayor Robert Brown apologized publicly to his wife for having an extramarital affair. Although it's not uncommon for politicians to openly beg forgiveness for their indiscretions, Brown's apology came during a city commissioners' meeting. "I apologize for my behavior and the hurt I caused," Brown told his wife of twenty-five years, who was sitting in the audience. He presented her with flowers and a kiss and then resumed the meeting.
5. Things have not gone well at British Petroleum over the past two years. In May 2005, an explosion at a Texas refinery killed fifteen people. A pair of Alaskan pipeline leaks in 2006 was attributed to the company's shoddy maintenance practices. And recent problems have delayed completion of an oil production platform in the Gulf of Mexico. Through it all, John Browne somehow managed to hang onto his job as CEO. But at last, BP's board found something to fire Browne for: having a four-year relationship with a male escort and lying about it to the High Court during his lawsuit against a London tabloid. Board chair Peter Sutherland said Browne "should be compelled by his sense of honor to resign in these painful circumstances." Note to Sutherland: there's nothing honorable about deadly explosions and environmental disasters.
6. For eight years, an anonymous contributor to Internet financial forums wrote scathing criticisms about natural-food grocer Wild Oats Markets. In hundreds of posts, the writer known only by the pseudonym "Rahodeb," claimed the retailer's shares were overpriced and questioned why anyone would own the stock. In February, rival Whole Foods Market announced its intention to buy Wild Oats. While considering the antitrust ramifications of the merger, the Federal Trade Commission uncovered Rahodeb's true identity: Whole Foods Market CEO John Mackey. Whole Foods officials deny that Mackey used his secret identity to drive down Wild Oats' stock price before he bought the company, but a skeptical FTC moved to block the merger. Perhaps Rahodeb's most pathetic post was his response to another discussion-board writer who unwittingly poked fun at Mackey's haircut. "I like Mackey's haircut," said Rahodeb. "I think he looks cute!"
7. In its Code of Conduct for event attendees, Madison Square Garden -- owner of the New York Knicks basketball team and the New York Rangers hockey team -- asks guests to "be respectful of others around them" and "refrain from using foul/offensive language." Apparently, the Code does not apply to the Garden's male employees. In October, a Federal District Court in Manhattan ordered the Garden and its parent company Cablevision to pay $11.6 million to a former executive who was fired after she reported obscenity-laced tirades and unwanted sexual advances by Knicks coach Isiah Thomas. Sixteen days later, the company settled another sexual-harassment lawsuit filed by a former Rangers cheerleading-squad captain. The headline of a New York Times article by Selena Roberts appropriately cautions: "The Garden Needs a Warning Label."
8. While his company's hedge funds crumbled and helped fuel a developing global credit crisis, Bear Stearns CEO James Cayne went golfing and played bridge, according to a Wall Street Journal investigation. The newspaper reported that during an especially critical ten-day period in July, Cayne was in Nashville playing in a bridge tournament -- without his cell phone. Even as the crisis worsened throughout the summer, Cayne knocked off work on Thursday afternoons and played golf every Friday, according to the Journal. Two of Bear Stearns Asset Management's hedge funds lost billions through investments in securities backed by subprime mortgages. Cayne, who denied the allegations, announced that he would forgo his 2007 bonus.
9. MIT students and faculty members were shocked to learn that their school had fallen several places in U.S. News & World Report’s annual ranking of colleges. Investigating MIT's drop from fourth to seventh place, the school newspaper discovered that officials had quietly fixed an "honest mistake" that inflated MIT's standings in previous years. Until this year, when calculating the average SAT scores of new students, MIT excluded the scores of foreign students. Non-native English-speaking students tend to score lower in reading on SAT tests than their American-born classmates, so omitting their scores overstated MIT's average and, thus, improved its standing in the magazine's report. It was the second scandal involving the MIT admissions department in 2007. In April, admissions dean Marilee Jones resigned after admitting she lied about her credentials when applying for a job at MIT twenty-eight years ago.
10. Before the New England Patriots went 16-0, they had to go to the woodshed. NFL officials discovered team leaders spying on New York Jets coaches during an early-season game, using a video camera to steal defensive signals from the Jets' sideline. Commissioner Roger Goodell fined Patriots head coach Bill Belichick $500,000. He also fined the team $250,000 and ordered owners to forgo this year's first-round draft choice. Critics say the Patriots' perfect season should be marked with an asterisk.
Labels: credibility, integrity, leadership, trust, values
Bookmark this post on del.icio.us
I hope your list is in order. The Circuit City debacle was amazing to me. For years I've shopped there rather than Best Buy because Circuit City's employees were head and shoulders above Best Buy's. I could go there to ask questions and be confident I would get a thoughtful answer. No more. So now I have two bad choices in the big box electronics field.
Who knows where to download XRumer 5.0 Palladium?
Help, please. All recommend this program to effectively advertise on the Internet, this is the best program!
Help, please. All recommend this program to effectively advertise on the Internet, this is the best program!
It never ceases to amaze me how many CEOs are prepared to wreck the ship on the rocks, just to prove they are the captain.
What do you think? Post a Comment
Author George Brymer's comments about the leaders who get it, and those who never will.
