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Momentum: A Leader’s Best Friend

I’ll not forget the spring of 2002, which is when the effects of 9/11 finally hit my painting firm, T. L. Hart, Inc.  Like most other companies the world had been a good place to do business in; Michigan had been booming during the 90’s along with the rest of the country.  And we had all built business models on what had become the norm.  That all changed for this company that first and second quarter – here we were with an organization fitted to large amounts of projects, with little to no work.  It was during an advisory board meeting when one of the members said, “just do something, start something; just get moving.”   It didn’t matter what it was, and it didn’t matter if what we did endured.  All that was important was for us to get something going, get something in motion.

His advice proved to be absolutely correct.  In May, closing the company’s doors was a serious consideration.  By the end of December, however, we had realized our second highest sales year ever, and we ended the period in the black.

I had been studying John Maxwell’s The 21 Irrefutable Laws of Leadership during that period.  Maxwell is arguably America’s leading authority on the topic of leadership, with multiple books, DVD’s and audio versions of his various seminar presentations.  In this book Maxwell presents what he believes and others agree are twenty-one laws that apply to everyone at all times without exception.  One of them is the Law of Momentum.

The Law of Momentum (or, the Big Mo) says this:  there has to be forward progress – some movement, and that’s the leader’s responsibility.  In some way, shape, or form things have to get moving.  That’s why small victories are important, because with each success you build momentum that helps move the organization further.

“It’s hard to steer a parked car,” Maxwell point out, “but when you have momentum on your side, the future looks bright, obstacles appear small, and trouble seems temporary.”  That’s why momentum is a leader’s best friend.

It reminds me of what Jim Collins writes about in his bestselling book, Good to Great.  He talks about a flywheel, which at first is hard to get going.  It takes a lot of effort initially.  But then you gain momentum, and eventually it’s as if it has a life of its own – it is literally flying, round and round, at high speeds.  At this stage it requires little exertion to keep it going, and so much can be accomplished.

One vivid example Maxwell provides comes from his video presentation of these twelve laws, and involves a locomotive.  At 55 miles per hour the train can break through a steel-reinforced concrete barrier six feet thick – with hardly anyone noticing.  But when in a stopped position, a single concrete block placed against its drive wheel is enough to keep it from moving forward.  That’s why you have to get and stay moving if you are to reap the benefits of this law.

How to use this law to your advantage?  First of all, you have to understand its value.  If you are like me, you’ve had an experience that demonstrates its power.  Any forward movement – in any area or endeavor of life – is enough to provide the impetus to get you headed in the right direction.  You have to understand just how important momentum is.

Secondly, you’ve got to figure out what are the motivating factors in your life or organization.  For me in my company, it was the threat of fiscal failure.  But maybe it’s the need to get physically fit, or financially stable.  Whatever the circumstances, some sort of forward movement is critical to success.

The next step is to get rid of things that will prevent your gaining momentum.  In some cases it may be apathy on the part of the leader, or people in the organization that are content with the status quo.  To get things going however, the block in the front of the wheel of your corporate or personal locomotive has to go.  You have got to remove the de-motivating factors.

Finally, you do what is right whether you feel like it or not.  This is what Maxwell calls “character leadership.”  You recognize the need to win, but you know you can’t win unless and until you do something.  So regardless of the situation, you act.  You get things going, and you recognize and honor others who do the same.

I am intrigued by the statement, “leaders are momentum-makers; managers solve problems.”  I have often been party to the latter.  Too frequently I have fretted about the circumstances, seeking to analyze the state of things, trying to come up with procedural or systemic solutions.  The real problem, however, is to just get busy doing what you’re supposed to be doing – in my case, selling, getting projects started.  I have found that once things get going, problems have a way of taking care of themselves; it is amazing how many problems go away when you’re moving forward.

I find it amazing what momentum does for you.  From the vantage point of outsiders, if you are busy as a company, it is no matter whether you are making money or not – they think you are.  If they’re a vendor, they are pushing product through your organization at a fast pace, and they are enjoying the company’s momentum.  That’s because, as Maxwell teaches, momentum is the “great exaggerator.”  It makes you look better than you really are – and it makes your people look better than they are.  Conversely, if you are stopped in place with little to nothing going, the lack of momentum makes you and your people look worse than you are.

As an aspiring leader, there may be perhaps nothing more important thing you can do but to put something in motion.  In my company, the things that de-motivate people the most is a lack of work and the feeling of inactivity as a company.  So I have come to learn that the best thing I can do at times is just to get some work in the door – any work, at any price.  I know this isn’t the profitable thing to do, but in a sense it is; it gets the blood of the organization moving.  It makes everyone feel better about themselves and the company.  And you see things begin to improve.  Why?  Because you’re gaining momentum!

There is so much truth in all this – both for small painting contractors like T. L. Hart, Inc., and for large organizations (like General Motors) and governmental entities (State of Michigan). Just get something going.  Get pointed in the right direction, put forth all the effort you can muster, and get the ball rolling.  That’s the ‘Big Mo’ – the Law of Momentum.

Vision for Lansing Unfolding

Listening to Robert L. Trezise, Jr., President and CEO of LEAP (Lansing Economic Area Partnership) two times in one month makes me think that former Mayor David Hollister’s vision of Lansing as a world class city is coming to pass.  Consider the facts:

  • Lansing area ranked best in the nation for job growth in three major sectors
  • Lansing region’s GDP is 2nd best in the State of Michigan
  • Area population is growing
  • Greater Lansing named one of three in Michigan with growing housing market
  • Lansing is home to a number of major insurance companies and three state-of-the-art GM plants

I could go on (read all the good news at www.purelansing.com).

Not only is Trezise to be praised for his outstanding work at spearheading development in the region, but Hollister more so, because everything begins with vision.  Vision defines the long-term goal, which then frames the central effort required to achieve that goal and the strategies needed for the work to get done.  All this is being played out as I write this article.

But there is a greater vision overarching Lansing that transcends economic development and is, in large part, responsible for it.  It has nothing to do with keeping GM or other companies in the area or luring them here to begin with.  It is a spiritual and moral vision that encompasses all others.

For years pastor’s groups have prayed for the well-being of Lansing.  One pastor I know of walked around the entire city interceding for its people.  Another prayer group drives around the city’s highways, praying over it.  Recently, Mt. Hope Church held a rally on the Capitol lawn, speaking blessings over the city, following the gathering by donating two tons of food to the City Rescue Mission.  The impact of such people and events cannot be overlooked in Lansing’s rise in economic growth and other terms.

I can’t help but remember Mayor Hollister, who saw the strip joints and prostitution on Michigan Avenue as blight on the city.  Today – as a result of his vision, we can be proud of the approach to our capitol, with its beautiful street lights and planters, Cooley Law Stadium, the Lansing Center being the highlights.

The truth is, by the blessing of the upright a city is exalted.  In other words, it is the spiritual condition of its people that causes a city to be what it is.  Economic development springs from spiritual development and, ultimately, is the blessing of God, not solely the works of men.  True spirituality and prosperity go together; in many ways they are inseparable.

I am grateful for the vision Mayor Hollister had years ago – and Mayor Benaro is to be praised as well for continuing the effort.  And Trezise – our appreciation goes out to him too.  But the real praise goes to God, who cares for Lansing and its people and desires earnestly to see it thrive and prosper. The vision for Lansing is unfolding – all under His beneficent rule.

A Lesson from Booker T. Washington

One person you will seldom read about in history books is Booker T. Washington.

Unlike many contemporary black leaders, Booker T. taught a lesson that many would do well to heed today, that regardless of skin color or social environment, it is man’s relationship to God that determines the outcome of his life.

Washington was such a man.  Born into slavery in 1856 and feed at the end of the Civil War at the age of 9, Booker found himself working in the salt mines of West Virginia.  Waking up before 4 a.m. to begin his shift in the mines, he ended the day by learning to read from a literate black ex-soldier hired by his parents.  In 1872, at age 16, he was ready to attend Hampton Institute, a new high school for blacks some 500 miles from home.  After nine years, at age 25, he was invited to head a new school in Alabama, the Tuskegee Institute.

Washington was a religious man.  According to his daughter Portia, “We never at home began the day without prayer, and we closed the day with prayer in the evening.  He read the Bible to us each day at breakfast and prayed; that was never missed.  Really, he prayed all the time.”

He saw Christianity as the remedy for all social ills, saying, “What is the remedy for lynching? Christian education of the white man and the black man.”

Entitled to be embittered for the injustice of slavery, he chose a different view, a biblical one.  “We went into slavery in this country pagans; we came out Christians.”

He believed that religion “must be woven into the warp and woof of our everyday life.” His teaching was exemplified by his life.

There is a lot we can learn from studying the lives of men like Booker T. Washington.  Faith in God, hard work, and personal responsibility are among the characteristics that mark men like him. Yet these are qualities we often overlook in modern day America.  We forsake God, rely on government, and shun personal responsibility.  We emphasize the color of a man’s skin and his ethnic background rather than the content of his belief. This breeds fear, resentment, and unforgiveness, qualities that enslave again – only this time, it is both black and white.

If racism is to cease, it will not be by protests, marches, or social programs. It will be by embracing what Washington referred to as “Christian teaching.”

In this body of truth, we are taught to accept one another, as Christ has accepted us.  We are commanded to forgive, if we want to be forgiven. We are instructed to look at a person’s heart, not his outward appearance.

Washington did not let his social environment or the color of his skin determine the outcome of his life. It was faith in Christ and obedience to His word that made him the man he was.  I wish I could have known him. He is my brother.  What little I have learned about him has enriched my life.

The Call to Entrepreneurship

Sometimes you have to be careful about what you ask for.

It was a cold November morning in 1977, and I was working for the City of Lansing on their street patch crew.  Our job that day was burning high spots off the asphalt pavement. To do this, we used a hand-held burner attached to a kerosene tank, which was strapped to the rear-end of a dump truck. The four-foot high tank had a hand pump on the top; it was my responsibility to keep the tank pressurized to run the burner.

During that time I was looking to transfer to another department; and since I had an interview scheduled, I was praying about it.  In fact, as I was standing in the bed of the truck pumping up the tank, I was asking God to lead me in the matter.

That’s when I got my answer.

At the precise moment I was praying, the welds on the bottom of the tank gave way and the tank shot up like a missile, bursting into flames.  I was blown upward and back to the front of the truck bed, and surrounded by flames, dove over the side to avert being burned alive.

Miraculously, though my eyelashes and eyebrows were signed from the flames, and my clothing satuarated with kerosene, I did not catch fire.  My only injuries were a broken wrist and a few lacerations.

It took surgery and six months for my wrist to heal, and during that time I did considerable thinking and praying.  One day I received the ‘call’ to start a painting business.

Thankfully, prayer is not always answered in such a dramatic way.  With me however, there is no other way I would have chosen to start my own company – especially a painting business!

Truth is, everyone has a work to do, a purpose unique to him, one that fits the overall plan of God.  Someone has to paint buildings; this is what I was picked to do.

Not all hold this view however, that there is a divine purpose for our work.  There is this dualistic mindset that separates things secular, like work, from that which is deemed sacred.  The Judeo-Christian ethic, upon which our economic system is predicated, teaches that man is made to work.  It is this belief – that work is sanctified, which gives meaning to the most menial of jobs.

Martin Luther put it this way:  “The works of monks and priests, however holy and arduous they be, do not differ one whit in the sight of God from the works of the rustic laborer in the field or the woman going about her household tasks, but that all works are measured before God by faith alone.”

And so all life is sacred, including its occupation.  There is no dichotomy of callings; all are called and to each is given his or her assignment in life.  Jesus – he was a carpenter.  Peter, his right-hand man, a fisherman.  Luke, who wrote The Gospel of Luke, was a doctor.  The apostle Paul, a tent maker.

Me, I was called to be a painting contractor.

Why I Like Capitalism

I was a bum in the late 60’s.  I barely made it out of high school, and I flunked out of college at least three times before I finally buckled down and got an Associate’s degree.  Though I hated to paint and was anti-business at the time, I ended up taking  painting job in 1974 with a view to making more money.

In short order my workload increased and I was forced to deal with such things as payroll, taxes, advertising, and the like, learning to keep accurate records of it all.  After 10 years of this and weary of wearing all the hats, I was looking elsewhere when, as Providence would have it, I caught a vision for business.  Thus in 1985 T. L. Hart, Inc. was born.

Now, 27 years later, having generated  tens of millions of dollars in revenue, made and lost money, built a building and lost it, seen 100’s of employees come and go, T. L. Hart is still in business.  During this time I’ve not only supported my family, bought and sold homes, contributed to charity, and provided employment for others, I have established a name in the industry and created an entity which, if I play my cards right, will endure long after I am gone.

All this because I have had the liberty to do so.

My entrepreneurial story has been played out by countless others all across the United States. The freedom to take an idea and invest your time and money into it – with the potential for succeeding and the risk of failing, this is the stuff of America.  It is called capitalism, and it is this economic system that has built and prospered this country for hundreds of years. 

Regrettably, there is a movement underway that threatens our way of life; ostensibly, it’s goal is to help the so-called 99% reclaim what is presumed to have been lost; in reality, its aim is to undermine the very structure that has made America great. To be sure, there is corruption and greed in the corporate halls of America; but not every corporation is corrupt, and not every executive greedy.  To make these kinds of claims is simply dishonest.

With all its apparent weaknesses, capitalism remains America’s best bet for the ongoing betterment of its people; all the proof one needs is seen in other economies of the world.  In comparison there is no comparison.

I believe the late Jim Russell was in his early 40’s when he sold his car for $2,500 and started Russell Business Forms in a spare bedroom of his home.  Eventually renamed RBF, Inc., Jim built an organization that spanned multiple states and employed dozens of people.  Very conservative as it pertained to business and finance, Jim’s company profited wonderfully over the years and, as he was philanthropic, he contributed millions of dollars to various charities, not the least of which was his own Amy Foundation.  Not only that, he helped many others like me and my family, fronting the money for a building program and assisting with my daughter’s college tuition.  Shortly after his death at age eighty in 2005, RBF was sold and the proceeds went to his family, many of whom took the money and started their own businesses.

Such is the beauty of capitalism.  That is why I like it.  And that is why I will stand up for it.

I Believe in Miracles

Unlike some taking to the streets lately, I like banks.  I like the idea of depositing my paycheck and having the assurance that the money is there when I need it.  I like using my debit card, even if there are sometimes fees attached.

But some things banks do make no sense.

After leasing for 17 years, we had just started building when terrorists attacked the U.S.in September of 2001.  Our company had grown considerably during the 90’s, and our space needs grew as well.  After the trauma of a move in early 2002 we were nicely situated in our new digs; thankfully, we had had considerable work to carry us through the winter. 

By April, however, it was a different story.  Here we were in a brand new building – with a brand new (and fairly large) mortgage – and Michigan’s economy began to tank.  T. L. Hart could hardly buy a job and was over-staffed.  And so became the saga of a long and painful decline in revenues and net worth with the resulting down sizing.

Fast forward to January 2010:  our long and friendly relationship with our local bank turns adversarial when a loan officer whom we have never met shows up at our door and informs us that the bank is calling our loans, all of them – two separate mortgages and two commercial loans.  Without using the words he essentially told my wife and I to file bankruptcy immediately.

By that time we had become quite unshakable.  We had already lost virtually everything we had gained from 1985-2001 but were not giving up; what we had left was our personal integrity.  Bankruptcy was not an option. 

It is amazing how trials can strengthen your resolve.  We were determined to see the thing through regardless of how long it took.  Even though we had never missed a payment on any of the notes, we were being rewarded by the threat of having what assets we had left stripped from us.

We decided to exercise our faith – and hire a good attorney. Both paid off.

Within nine months we witnessed a vast majority of our debt dissipate.  Yes, the bank took our properties, but they not only forgave the deficiencies (mortgage balance minus market value), they also forgave our commercial loans.  By the end of 2010 we had not only enjoyed one of our best profit years ever, but saw what had been liabilities drop directly to the bottom line. 

Miracles do happen – even in the corporate world.  God is good.  I believe in miracles.

The Power of (Constructive) Criticism

          I’ve done a considerable amount of writing in the past, and one thing I learned early on was the practice of submitting my article to others for critique. Humbling at times and often uncomfortable, my writing skills became  better over time as a result.  I believe there is a powerful principle here that is applicable to the entrepreneur, and for the following reasons.

           But first I should clarify what I mean.  The American Heritage Dictionary defines criticism as “the act of making judgments or evaluations,” and critique as “a critical review.” Thus when I speak of the power of constructive criticism I refer to a process whereby an assessment is made by the entrepreneur – or, by others – of any one segment or the whole of an organization, which, if acted upon, results in its betterment.

            I believe this can and should happen on one or more levels.

          The first I would identify is self-criticism, and there are at least three venues for this. 

            The most basic is where the business owner evaluates the enterprise, identifies areas needing attention, and takes corresponding actions to correct or improve them.  As most entrepreneurs are naturally inclined to do this anyway, this is an ongoing and continual process, albeit a mostly unplanned one.

            Closely associated is the input available from company personnel.  A valuable HR tool I’ve used over time is the Same Page© format of employee evaluations.  In this format not only does the company evaluate the employee’s performance, the employee evaluates the company’s performance.  Admittedly, criticism obtained here is not always constructive, but it is valuable from the standpoint of obtaining an employee’s perspective of the operation. Plus, what it says to your team is that their input is important and their ideas welcome. 

            The final venue for self-criticism is a more formal one, that of the SWOT analysis.  Here, the management team or select individuals take a close look at the company and identify strengths, weaknesses, opportunities, and threats.  This process can also be discomfiting  at times, but the information garnered provides an invaluable tool for goal setting and planning.

            The second and most important level of constructive criticism should be sought outside the organization; namely, from the customer or an independent consulant or group. I’ll address the latter first. 

            Perhaps the best counsel I received early in my business career was to form an advisory board for my company – which I did, maintaining it for over 20 years.  Meeting quarterly, this group – comprised of successful business people – reviewed my financial statements, pending major decisions, and future plans, all with an impartial perspective and unafraid to point out deficiencies.  In recent years it was a CEO group I belonged to that gave me what I needed to move forward in the new economy.

            None of the above compares however with the input the customer provides.  While I can’t say I love complaints, I can say the ones I have received and responded to have served to make T. L. Hart a better company.  It isn’t all about complaints, though; it is finding out what the customer likes and dislikes about what you do for them.  This input must be solicited, whether by way of a personal phone call, an online survey, or a client-satisfaction response card.  There are also companies that can provide this kind of service for you. 

            As far as I know, no individual or company  has fully arrived and cannot improve in some way.  Inviting and applying constructive criticism goes along way toward achieving this end.

The Law of Adaption

It wasn’t long ago that my son, John – who happens to be in corporate finance – challenged my business model.  At the time, I wasn’t so sure that I knew what a business model was, let alone what ours was.  Over a period of years, however, I have learned that whatever your business model is, it must of necessity fit the market you are in.  And, if it doesn’t, you have to change it.  I call this the Law of Adaption, and this is the way it works.

 1.  The Law of Adaption says that if the shoe doesn’t fit, then you had better try a different shoe.  The point is, markets vary; there are geographical realities, demographic realities, and economic realities.  If, for example, your business model  is geared toward manufacturing, and manufacturing in your area has dwindled, then you had better look for something else to gear to.

2.  The Law of Adaption says that it is not about what you want, it is about what your customer wants – and this is subject to change.  That is, what is important to the customer today may not be the same as what is important to the customer tomorrow.  And while some things never change, other things are always changing.  A case in point is the current emphasis on environmentally friendly products and services.  What was non-existent in the customer’s mind ten years ago is now becoming predominant. 

3.  If changing customer wants and needs are not enough, changes in your customer’s personnel compel your company to adapt.  The Law of Adaption says you must adjust to the people within the organization you serve.  The face of corporate America has changed dramatically in recent years.  In some cases entire levels of management have been eliminated as a result of downsizing.  In other companies seasoned personnel have been replaced with younger, less-expensive individuals.  In each case it is imperative to keep track of changes, and  quickly acclimate your firm to new people. 

4.   The Law of Adaption says that you must constantly assess your product and service offering, adjusting it where necessary and eliminating things if need be.  I have seen this in my own industry.  Whereas vinyl wall coverings were in great demand in the 80’s and 90’s, multicolor paints became the product of choice in the past decade.  Now, however, it is slowly changing back.  For us, this has meant a change in personnel and the skills required for employment at T. L. Hart, Inc.

5.   Finally, the Law of Adaption says that a company must fit the dimensions of its market.  In this case, if the shoe doesn’t fit, then you had better try the other foot! Put another way, the market you are in determines the size of your company and the room it has to grow.  A company located in a relatively small geographical region cannot look and act like one in a large metropolitan area if it wants to survive long.  In other words a large company in a small market doesn’t work unless it expands it scope.

 I’m sure there is more, but the point is things are always changing, and if you and your business do not adapt to the changes, then chances are you’ll succumb to the company that does

Restoring Vision

     Ancient text informs us that “without vision the people perish;” it is during challenging times like these that vision is tested and often lost.  

     My mentor for twenty years and author of “Awakening the Giant,” the late Jim Russell, used to say that vision is the definition of a long-term goal.   No wonder then, that without it businesses lose their bearings and find themselves in a morass of problems that threaten their existence. By nature, entities must have purpose for being – a long term goal, if you will – in order to provide impetus for progress.  When lost by reason of economic upheaval or other types of duress, it must be restored.  This process, the restoration of vision, involves at least the following four points.

     Perhaps most important is to re-establish first cause.  In other words, to go back to the beginning and revisit the purpose for which the company was established to begin with.   Whether it was to be your own boss, create jobs, or save the environment – whatever the reason, chances are it is still valid and, once reinstated, will enable the enterprise to move forward.       

     I should caution here that in order for a vision to advance anything, it must have sufficient power.  Being your own boss, for example, gets old in time, especially when recession and financial pressure makes life uncomfortable.  A vision has to be larger than that, big enough and powerful enough to drive the company towards it. Jim Collins, of Good to Great fame, refers to it as a “big, hairy, audacious goal” – or a “BHAG.”  It has to be big, it has to be scary, and it must be bold enough to qualify.  If it is not, then a new one is in order.

     The second step is for management to make a firm commitment to the fulfillment of the vision.  This pledge cannot be unlike that made by our founding fathers, who dedicated their lives and sacred honor to the realization their long-term goal – a free and open society. In other words, the vision must be worthy of our dedication to it.

     What is amazing about America today is the fact that fewer and fewer citizens posses a working knowledge of the Constitution, and are, as a result, suffering the loss of freedoms guaranteed by that document.  This is largely because it is no longer taught in our schools and universities.  The lesson is this:  vision must be communicated.  It is not enough to have one.  It is not enough for the owner(s) to be committed to it.  It has to be communicated to every level of the organization.  This is the third point along the way of restoring vision.

     Finally, vision must be policed.  By this is meant the patrolling of the BHAG.  One does not have to look far to see companies and organizations that once had brilliant vision statements and noble causes now a far cry from their original purpose.  And this is an ever-present threat for those brave enough to establish and pursue something larger than themselves.  For this reason the goal must be carefully watched and protected. 

    Vision is a powerful thing; it has driven men and nations to achieve both the extraordinary and the atrocious.  It relatively easy to obtain but difficult to maintain.  Once lost, it is very hard to get back.  There is hope, however, for those whose dreams have been shattered, whose vision obscured, and whose goals hindered.  They can be restored. You can get them back.  Re-establishing your original purpose, committing yourself to it, communicating and policing it, are actions you can take to do just that.

What to Do When You Don’t Know What to Do

     Common parlance says one thing that characterizes a good CEO is that he or she always has the right answer. Yet research indicates this is not always so. “Leading from good to great,” author Jim Collins says, “means having the humility to grasp the fact that you do not yet understand enough to have the answers.” In other words, sometimes it is best to admit, “I don’t know.”
     I find that there are many saying this these days. From the real estate investor whose property values have dropped, to the contractor whose revenues have tanked, to the charitable organization whose donations are down, there is a heart-felt cry for understanding. I know the feeling – which is why I have given considerable thought about what to do when you just don’t have a clue.
     I have come to the following conclusions:
1) Don’t quit. The temptation to give up is strongest when the leader and his company are at its weakest. Yet who knows when the next break-through comes? Will your business be there to take advantage of it? Not if you throw in the towel! For sure, there may be situations where you are forced to do something you don’t want to do; regardless, if you stay the course you can win – you can not win if you quit.
2) Ask questions. Collins goes on to say that great leaders don’t stop with an “I don’t know” response; they “ask the questions that will lead to the best possible insights.” The truth is that there are many who have successfully weathered the storms a lot of us face; if asked, most will lend a hearing ear and helpful advice.
3) Consider what has worked in the past. Too often when faced with difficulty, we throw the baby out with the bathwater. But just because some things don’t work in this economy does not mean that everything must go. Certainly there are things that have contributed positively to your firm in the past; take a look at them and employ those that will help move your company forward.
4) Get back to the basics. The best businesses are those that stay put with the essentials. Building and maintaining relationships, providing great customer service, and financial integrity are those things which, if practiced consistently, will help move your company over the hump.
5) Start something new. This may not pertain to everyone, but sometimes what is needed is doing something different. Maybe it’s a unique product or service offering, an innovative approach to the market, a new business model or a fresh logo. Whatever the case, companies that survive downturns like this one are often those that are willing to get out of the box and adapt to shifting customer needs and wants.
6) Pray. Most folks approach prayer like this: When all else fails, pray. My suggestion is to pray before all else fails. It is unfortunate that it often takes trouble to get us praying. Certainly, challenges will come, but it is better to be prepared for them through prayer than to be knocked off your feet and utter “Help!” on the way down. I have learned that the single most effective means of navigating my way through difficulty is to pray ahead of time, in the meantime, and all the time.
     In conclusion, not knowing what to do – and being humble enough to admit it – can mark a great leader. Yet doing nothing can result in corporate death. A firm resolution to continue, a willingness to learn from others, and prayer are among those actions that will undoubtedly ensure a future for you and the enterprise you represent.


August 2020
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