Paradox (published in the 2022-23 San Diego Poetry Annual)

I was on top of the bottom
Dead Center to the side
In the springtime of autumn
and the darkness of light

GAME ON! Continual improvement

Continual improvement - whoever coined that phrase deserves some credit. Why? Because besides being just another over used, undervalued and too often disregarded phrase, it embodies the essence of doing "great" business.

Go Fishing!

What to Do Now That "Construction's Katrina" Has Hit? Go Fishing! This article was written in 2011, during the great recession, but sure seems appropriate for now!

Are You Getting Paid?

Rewind. The year? 2006. Times were good. Margins thick. There was money to be made. Lots of it, even if you did have to split it with Uncle Sam. It had been that way for a while. Years. The coffers were full.

Credibility: The Critical Component

"A good name is more desirable than great riches; to be esteemed is better than silver or gold." —Solomon, Son of David, King of Israel, 700 BC.

Routine Standardization (Part 1 of 4)

Here we go again. Will this be another series? Well, yes. There is no way I can unpack everything that “Routine Standardization” embodies in one setting. Inevitably, this post will provide one small bite, just an appetizer.

Routine Standardization (Part 2 of 4)

There will be very little review as we press forward, delving deeper into Routine Standardization. As always, let me encourage you to read the prior articles in this series if you haven’t already done so. It is necessary if you hope to have a full working knowledge of the concept.

Routine Standardization (Part 3 of 4)

Routine Standardization means that you have abandoned the typical approach. You are developing and implementing your own unique approach, which is unlike your competitor’s approach.

Routine Standardization (Part 4 of 4)

As we begin our final article in this series and zero in on the final summation in the coming paragraphs, my intention remains to fully define RS.

The Obstacle of Progress (Part 1 of 2)

George Bernard Shaw wrote that "the reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man."

The Obstacle of Progress (Part 2 of 2)

Previously, I asked you to take a few moments to Google the Ames brothers and read the fascinating story that describes these pioneers of the drywall industry. In doing so you would have followed the development of what has come to be known as Ames Taping Tools. It is well worth your time and suits the subject matter of this series very well.

What to Do If You Need Manpower (Part 1 of 2)

Little by little, a little makes a lot.—Tanzanian Proverb

As the Tanzanian proverb above mentions, there is no silver bullet or single solution; solving the problem, as is often the case, is a cumulative effort.

What to Do If You Need Manpower (Part 2 of 2)

No doubt those in search of a quick fix or easy answer will be disappointed by this article. Consequently, as I said in the opening comments of part 1, any true progress with regard to addressing the manpower shortage will be the cumulative effort of bringing several solutions to bear on the problem. It’s complicated.

Celebrate Success, Become a Flowerchild

Recently I saw some security footage on a local residence. It wasn’t just any home; it so happens it was my son and daughter in laws house. The peculiar difference with video such as this, is that unless there is some need to view it, oftentimes, no one looks at it. Though caught on camera, it typically would have remained somewhere in cyberspace, ultimately and automatically deleted, never to be seen. We could have so easily missed it, and that would have been such an unfortunate outcome.

Candor or Candy

It is said that you only get one first impression. I don’t think anyone disputes that fact. But what does that really mean? It means that at the onset of any relationship or encounter, the feelings that both parties walk away with leave a lasting impression, which is either good or bad. Impressive or not so impressive, you either get off or one the right or wrong foot. You hobble away, or walk off with a spring in your step.

Anticipatory Service

Whenever I get the chance, I enjoy staying at a particular hotel. If I want to do something special with someone, I take them along. I do so for the sheer joy of sharing such a special experience. The hotel is 6 star and world class. Upon arrival, an entourage awaits you. Every door, including your car door, is opened for you. An impeccable staff manages your luggage, and your car is whisked away for safekeeping as you are ushered into its palatial interior.

The Appetite for Information (Part 1 of 4)

On April 7, 2009, I had the rare opportunity to meet Bob Dylan. Getting backstage with Dylan is extremely rare. The venue was in Paris, France, and obviously a very long way from my Southern California office. Times were not good business-wise. The great recession was (is?) devastating the business environment. Many of our competitors were (are?) filing for bankruptcy. I was torn between business and pleasure. Nevertheless, the opportunity to meet him made the decision a no-brainer.

The Appetite for Information (Part 2 of 4)

Your old road is / Rapidly agin’ / Please get out of the new one / If you can’t lend your hand / For the times they are a-changin’.—Bob Dylan

I began last month’s article with a bit of a boast as I mentioned meeting Bob Dylan. I told you about my journey as I was whisked through France on high-speed rail yet able to work at will by utilizing today’s technology.

Cultivating Communication...

Fact or fable allow me the use of an ancient story to underscore the critical importance of communication. It is said that long ago, at the beginning of time - mankind set out to build a tower to heaven. However, such a project was inconsistent with the divine plan. Frustrated with mankind’s intention, the deity intended to disrupt the project. In doing so, utilizing the genius only a deity could possess, he knew precisely how to shut the project down. How? Disrupt communication. To do so He simply scrambled languages. Management and crews were given multiple languages indiscriminately. It was imposed upon them, much to their dismay, I might add. Consequently, they were unable to communicate.

The Principle of Safe Assumption (Part 1 of 2)

Thirty-five years ago, I remember organizing my desk preparing to leave the office after a 14-hour day. I wasn't finished. I was never finished. I was leaving because my mental energy was exhausted and I could no longer be productive. The next morning I would return at 4:30 a.m. and do it again and again and again. I felt as though I had been taken out to sea and dropped off in treacherous waters.

The Principle of Safe Assumption (Part 2 of 2)

Though I doubt you feel as though you’ve been left to hang and twist in the winds of anticipation, it is safe to assume that curiosity and interest has brought some of you back for Part 2 of this article (the first part was published in last month’s magazine). If you are one of those die-hard, passionate business people who never settles for less than the best and you read Part 1, welcome back.

The Truth about Delegation (Part 1 of 2)

Some people think delegation is getting everyone else to do everything. Meanwhile, others feel they must do everything themselves in order to get it done right. Which is it?

Neither is true. Nevertheless, that is the way it seems to all too many. To one or the other, management or subordinates, that is the definition of delegation or the lack thereof. Who would think such a thing? Both positions are as far from the truth as the East is from the West. Nevertheless, such opinions are out there, everywhere.

The Truth about Delegation (Part 2 of 2)

Getting back to our subject matter, I’ll provide a quick reminder by way of review and for emphasis’ sake. First, I’ve stressed what I call the golden rule of delegation: “Avoid doing anything that someone else can do as long as there is something that needs to be done that you alone can do.” Delegate it!

With every fiber in your body as a manager, you must constantly groom your team to operate independently/interdependently and develop new skills once reserved for you or other upper management. Whatever you do, avoid doing things they can and should do for themselves. Don’t do anything for them that isn’t absolutely necessary/instructional or constructive. You must never fail to continuously develop skill sets among subordinates that will free you to focus and optimize on the undoable by others. Before we finish this article, hopefully you’ll have that jewel of a rule memorized and ready for implementation.

The Role of Upper Management by Doug Bellamy

Problem solving can oftentimes be very similar to working your way through a maze. In such a case, those who are in the maze would be greatly benefitted by another perspective. This is where upper management comes in. Upper management means more than the position of authority. It also means the position of overview. Oversight. You can immediately see the benefit of that overview and the advantage an overview would play in helping others through a maze. Those with an overview readily recognize the direction needed in order to work through the maze. Meanwhile, the perspective from within the maze is extremely limited. Those inside just can't see the "big picture," and the big picture is exactly what they need to see. Consequently, middle management needs management from above, or upper management.

Who Cares? by Doug Bellamy

How is it that we develop, retain and attract a workforce made up of employees and subcontractors who truly care? That is the ultimate challenge. Why? Because caring makes all the difference. It naturally results in passionate effort, and drives success almost automatically.

Yes, caring ever remains the critical component to organizational success. A caring attitude and disposition even trumps aptitude. Simply contrast the heartfelt passion of a group of caring individuals with the apathy so prevalent in today’s mediocre nonetheless “qualified” business world. No matter how “qualified” participants may be, if they don’t care, excellence remains elusive and unachievable.