SUCCESSFUL PARTNERSHIPS

Many of our clients are in business with partners. They include: husbands and wives, brothers and sisters, fathers and sons, mothers and daughters, people who’ve been best friends since elementary school or associates who went into business because they happened to have their entrepreneurial moment together.

A successful partnership boils down to three things: communication, structure and the best person in the right job. Communication must be regular, open, non-assumptive, listening-based communication in order to maintain a foundation of respect and collaboration. Equally important is creating a mutually agreeable structure so that all partners understand their roles.  Lastly, is to identify the specific talents of the each partner and put them in the best position to leverage these talents.

Communication

Success lies in staying aligned and not falling into the non-communicative trap, is usually the first critical error that destroys partnerships. Communication continues to be one of the biggest obstacles for all business partners.

You probably ‘talk’ to your partner, however you might feel that you talk to them without address those critical issues, because you just don’t want to start a problem. But that doesn’t mean you’re communicating. True communication involves active listening; it’s about being open and non-assumptive. It’s essential that you hear your partner and understand his/her point of view on the business.

As partners, you should meet regularly with a clear agenda and defined objectives. If you have a board of directors, you include them. Either way, this regular meeting should be a coming together with the purpose of discussing vision, strategy, execution, implementation and plans.  From the ownership perspective, a regular meeting like this creates trust and unity. It also creates an environment to have deep discussions and sometimes confrontation in a safe environment with the partners and key persons involved. You emerge with a clear set of shared goals, values and direction for the company. This ownership meeting is a place to practice authentic regard for your partner and acknowledge each other’s contribution. Like most people partners need validation and appreciation and the best way to receive it is to create an environment to facilitate correct air of sharing and growing.

Structure, Structure, Structure

Next to lack of communication, the lack of structure is the second biggest obstacle facing business partners. By creating a structure this allows a regular venue to communicate as owners out of the business.  Furthermore, you define specific roles in the organizational structure so that you know who does what and who reports to whom.

The “owner” is not a position in an organization. Sure, you can get by with calling yourself that with your first or second employee, but as you grow -- and particularly when you have a partner -- getting organization and ownership clarity is critical. When you’ve defined responsibilities, each of you is freed to excel with purpose and direction.

You both can’t be CEO's

Co-CEO’s just don’t work. But, there’s always an exception to the rule – but it is not recommended. It seldom works and you can avoid a lot of difficulty by accepting it. Someone has to take on the chief leadership role and the other partner or partners need to report to them to replicate the proper structure.  Do you have a formalized system to identify the ‘best’ person with the ‘best’ talents to assume the role of the CEO?

Being in a business partnership presents challenges, especially when you add the emotional aspects of a family or friend relationship business logic seems to evaporate from the conversation.  But if you share similar values and vision, if you meet regularly as owners, create a united leadership and have clarity and agreement in your organizational structure, you’ll have a very strong foundation from which to grow your business.

What is your Exit Strategy?

When does your Exit Planning start?  Answer: The day you start your business.

Attorneys practicing Business Law have large billable hours from unhappy business partnerships that fail to properly plan for selling, transitioning or exiting the partnership.  Statistics prove that the majority of businesses fail to survive past five years, so why not have an Exit Strategy plan in place to make allowances for this provision? 

Have a plan or strategy in place for the “5-D’s” in Exit Planning:

·       Death

·       Disability

·       Divorce- Personal

·       Divorce- Business

·       Departure (or retirement)

It is also recommended that you sit down with your Financial Advisor, your Attorney, your CPA and your Business Coach annually. This annual review includes scrutiny of your:  Partnerships Agreement, Wills, Key Person Insurance, Buy-Sell Agreement, Exit Plan, Directors and Officers Insurance, Differed Compensation Plan, Long Term Disability, and Retirement Plan.

When was the last time you updated YOUR Plan, and make the provisions for “What If . . . .”

VISION, DON'T BE SHORT-SIDED

I love this stuff.  Learn the 'Art of Negotiations'.

In 2007, ABC/ESPN and TNT agreed to pay the National Basketball Association a combined $7.4 billion for the right to broadcast games on their television stations for eight years. Every month, the NBA takes this money and divvies it up by sending out 31 checks to team owners around the country (and one in Canada). But wait, there are only 30 NBA teams. Why is the NBA cutting 31 checks? That extra check goes to a pair of obscenely lucky brothers named Ozzie and Daniel Silna. Technically the brothers' combined income was enough to make them the 7th highest paid people in the entire league last year. Together they earned roughly $2 million more in salary than superstars Kevin Durant, Dwyane Wade, Chris Bosh, Chris Paul and even LeBron James.

The Silna's

But there's just one problem. Ozzie and Daniel Silna are not professional basketball players or current franchise owners. Neither of them have ever played a single minute in the NBA and, in fact, they are universally despised by executives at the NBA. So how are they earning so much money? Ozzie and Daniel Silna are the former owners of an American Basketball Association (ABA) team called the Spirits of St. Louis. Back when the ABA folded in 1976, the Silna brothers agreed to dissolve their team in exchange for what seemed like a meaningless concession involving a tiny percentage of future NBA broadcast revenues. At the time, no one ever could have ever imagined that this would accidentally turn out to be the greatest sports business deal of all time. A deal that the NBA woefully regrets every season to this day, and has made the Silna brothers, extraordinarily wealthy.

The NBA's Big Regret

Ozzie and Daniel Silna were born in 1933 and 1944, respectively, to a pair of Latvian immigrants who had settled in New Jersey in the 1930s. Their father ran a small textile business which both brothers took over until the company was sold in the early 1960s. Soon after, Ozzie and Dan launched their own knitting business that eventually grew into one of the largest manufacturers of polyester just as disco fever swept the nation in the 1970s. Dan Silna, a lifelong basketball super fan, suggested that they use some of their newfound wealth to acquire an NBA franchise. They attempted to purchase the Detroit Pistons for $5 million, but their offer was rejected.

As strange as it sounds, at the time there were actually two professional basketball leagues operating in the United States, the National Basketball Association (NBA) and the American Basketball Association (ABA). The ABA was founded in 1967 as an attempt to chip away at the NBA's monopoly on professional basketball. And there was absolutely a time when the ABA posed a significant challenge to the NBA's dominance. ABA owners started an all-out salary war by offering young players much larger contracts than their NBA counterparts could afford. The ABA also introduced exciting new concepts like the three-point line and the All Star Game dunk contest. Future NBA legends Julius Erving, Moses Malone, Connie Hawkins and Larry Brown all got their start in the ABA.

Julius Erving ABA Game

When the Silna brothers' attempt to purchase an NBA franchise came up short, they did the next best thing and went shopping for an ABA team. In 1973 they stuck a deal to purchase the ABA's struggling Carolina Cougars for $1 million. Almost immediately, the brothers decided to move the team to St. Louis where they hoped to reach a larger contingent of basketball fans. They poured $3 million of their own money into the newly named "Spirits of St. Louis" signing hot young players and upgrading the team's facilities. They also hired a young announcer fresh out of Syracuse broadcasting school by the name of Bob Costas to do the team's play-by-play commentary.

The 1974 Spirits of St. Louis

In their first season, The Spirits of St. Louis made the playoffs where they defeated the ABA defending champion New York Nets before losing to the eventual winning team, the Kentucky Colonels. Unfortunately, that was the high point for the Spirits. A year later in 1976, the American Basketball Association went belly up. As part of a dismantling agreement, the four most viable ABA teams would become full-fledged NBA franchises. Those four lucky teams were the Denver Nuggets, Indiana Pacers, San Antonio Spurs and New York Nets (today's Brooklyn Nets). Of the three remaining ABA teams, the Virginia Squires went bankrupt before any financial compensation agreement could be made with the NBA. That left the Kentucky Colonels and the Spirits of St. Louis. As part of the dismantling agreement, both teams needed to approve the merger for the deal to go through. The Kentucky Colonels' owner (who was the president and largest shareholder of Kentucky Fried Chicken) accepted a $3.3 million buyout offer and then went on to successfully run for Governor. Having just poured their hearts and souls into their beloved Spirits, the Silna brothers were much more reluctant to accept a quick buyout and disappear from basketball forever. They did eventually agree to accept a $2.2 million lump sum in exchange for their former players who were successfully drafted into the NBA. But that wasn't quite enough to make them satisfied.

At the time, NBA television viewership was barely a blip on the ratings radar. Even an NBA championship series would be shown on tape delay after the 11pm news. So, for NBA executives it seemed like a very meaningless and inconsequential concession to offer the Silnas a small percentage of "Visual Media" (television) revenues to make them go away. They didn't even offer a small percentage of all NBA revenues, their offer was 1/7 of any revenues earned by the four ABA teams that were being absorbed. In other words, the Silna's agreed to give up their ABA franchise in exchange for 1/7 of the television revenues generated by the Spurs, Nuggets, Nets and Pacers. And here's the kicker: The 1/7th ownership stake would last in perpetuity. Meaning, forever, or as long as the NBA exists as an viable entity. Specifically the contract reads "The right to receive such revenues shall continue for as long as the NBA or its successors continues in its existence." Their attorney who negotiated the deal, would get a 10% cut of the Silna's royalties.

For the first years, between 1976 and 1978, the Silnas did not earn a dime from the NBA and the league looked like it had negotiated a brilliant deal. In 1979 however, the Silna's received their first royalty check in the amount of $200,000. For the 1980-81 season, the Silnas earned $521,749. Then, between 1980 and 1995, the NBA's popularity exploded thanks to players like Kareem Abdul-Jabbar, Larry Bird, Magic Johnson and later Michael Jordan, Charles Barkley and Shaquille O'Neal. And with that explosion in popularity came several very large television contracts.

Magic and Jordan

The first mega contract that the NBA struck happened in 1997 when NBC and Turner agreed to pay $2.7 billion to broadcast games on television. Five years later, ABC/ESPN/TNT agreed to pay a combined $4.6 billion. In 2007, ABC/ESPN/TNT signed an eight year deal for $7.4 billion. Every time a new deal was stuck, the Silna brothers cashed in. During the 2010-2011 season, the Silna's earned a royalty of $17.45 million. For 2011-12, they earned $18.5 million. For the most recent NBA season, 2012-2013, the Silna brother's share of TV revenues was just over $19 million. In total, since that original 1976 agreement was stuck, Ozzie and Daniel Silna have earned a whopping $300 million in NBA television royalties. And if that's not crazy enough, they are expecting to receive an additional $95 million over the next five years! But wait, it gets better…

Because the language in their original contract covers all "visual media" revenues, last year the Silna's took the NBA to court over money earned from sources that were unimaginable back in 1976. For example, international broadcasts, internet rights and the NBA TV cable network. Recently, a Federal judge sided with the brothers and ruled that the NBA must pay them to cover incremental revenues from the last few years, and increase future royalties from now on! Oh, and by the way, in 1982 the NBA offered to buy the brothers out of their contract for $5 million paid over 5 years. The Silna's rejected that offer and countered with $8 million over 8 years. The NBA declined.

By: Brian Warner

LIFE LESSONS FOR 2014

1. Life isn't fair, but it's still good.

2. When in doubt, just take the next small step.

3. Life is too short enjoy it.

4. Your job won't take care of you when you are sick. Your friends and family will.

5. Pay off your credit cards every month.

6. You don't have to win every argument. Stay true to yourself.

7. Cry with someone. It's more healing than crying alone.

8. It's OK to get angry with God. He can take it.

9. Save for retirement starting with your first paycheck.

10. When it comes to chocolate, resistance is futile.

11. Make peace with your past so it won't screw up the present.

12. It's OK to let your children see you cry.

13. Don't compare your life to others. You have no idea what their journey is all about.

14. If a relationship has to be a secret, you shouldn't be in it.

15. Everything can change in the blink of an eye, but don't worry, God never blinks.

16. Take a deep breath. It calms the mind.

17. Get rid of anything that isn't useful. Clutter weighs you down in many ways.

18. Whatever doesn't kill you really does make you stronger.

19. It's never too late to be happy. But it’s all up to you and no one else.

20. When it comes to going after what you love in life, don't take no for an answer.

21. Burn the candles, use the nice sheets, wear the fancy lingerie. Don't save it for a special occasion. Today is special.

22. Over prepare, then go with the flow.

23. Be eccentric now. Don't wait for old age to wear purple.

24. The most important sex organ is the brain.

25. No one is in charge of your happiness but you.

26. Frame every so-called disaster with these words 'In five years, will this matter?'

27. Always choose life.

28. Forgive (and don’t forget to Forgive Yourself)

29. What other people think of you is none of your business.

30. Time heals almost everything. Give time, time.

31. However good or bad a situation is, it will change.

32. Don't take yourself so seriously. No one else does.

33. Believe in miracles.

34. God loves you because of who God is, not because of anything you did or didn't do.

35. Don't audit life. Show up and make the most of it now.

36. Growing old beats the alternative of dying young.

37. Your children get only one childhood.

38. All that truly matters in the end is that you loved.

39. Get outside every day. Miracles are waiting everywhere.

40. If we all threw our problems in a pile and saw everyone else's, we'd grab ours back.

41. Envy is a waste of time. Accept what you already have, not what you need

42. The best is yet to come...

43. No matter how you feel, get up, dress up and show up.

44. Yield.

45. Life isn't tied with a bow, but it's still a “gift"

46. Lastly and one of my favorites, from Jim Valvano,“To me there are three things everyone should do EVERY day. Number one is LAUGH. Number two is THINK -- spend some time in thought. Number three, you should have your emotions move you to TEARS. If you LAUGH, THINK and CRY, THAT’S A HECK OF A DAY”

NEW YEAR'S RESOLUTIONS DON'T WORK . . .

So let me ask you, have you made your “New Year’s Resolutions”?  I have a recommendation for you– STOP IT.  But why, for you make new resolutions every year.  There is part of the problem, it becomes a vicious cycle. So stop making New Year’s Resolutions that just don’t work.

A former client that owned several health club facilities said that he sells more memberships in the months of December and January than the rest of the year.  Why is this?  This is due to our human desire to get in shape and change our body image.  He said is that you will find his facility packed to capacity during the month of January and February- with long lines at the machines and the classes full of people.  But, wait until March or April– 70% of the people that started working-out in January just QUIT!!

The problem with making New Year’s Resolution is that it sets you up for failure.  The best test for you is to determine if have S.M.A.R.T goals.  S.M.A.R.T. refers to goals that are Specific, Measurable, Achievable, Realistic and Time Framed.

Specific: Goals need to be specific. Often we set goals that are so loose, therefore it's nearly impossible to judge whether you achieve these goals or not. For example, a statement like "I wish I will lose weight" is too vague. How will you know if and when you've reached your goal? Setting a goal like, “I will lose two pounds each and every week for this year", is more specific. At the end of each week and month it will be a simple matter of weights and measures: take your measurements and get on the scale.

Measurable: Goals need to be measurable. For example, many of us want to increase our number of contacts. But, "meeting new clients" is an ambiguous statement. A clearer objective is "I will meet three new prospects each week, and at least one of each of these prospects will become a client.”  It's a simple, concrete goal. This makes it easy to see if you hit your target.

Achievable: Goals need to be reasonable and achievable. Nearly everyone has tried to drop a few pounds at one time or another. Often their success or failure depends on setting practical goals. Losing 15 pounds in 30 days is unrealistic (unless you're planning a medical procedure). Losing two pounds per week is reasonable and achievable. So in order to lose just two pounds per week, you decrease your caloric intake by 7000 calories per week (a reduction of 3500 calories equals one pound of weigh loss) and you can do this by reducing your daily intake by just 1000 calories and increasing your activity. Make it easy, enjoyable, and achievable; however don't set yourself up for failure by setting goals that are out of reach.

Realistic: Goals need to be realistic. Guess what, we are not 18 years old anymore, so stop thinking you can still do everything as you once did. As adults, we learn that while we can achieve a great deal, you can’t have it all at once– the point here is to reasonably pace yourself.  It's important to honestly assess yourself and your personal and physical limitations. Also, do you have the ability and commitment to make your dream come true?  For example, you may love to play tennis, but do you have the time, ability, talent and commitment to become a pro? So be honest with yourself.

Time Framed (and Tested): Goals need to have a specific time frame. Having a set amount of time will give your goals structure. For example, many of us want to find a new job or start their own business. Some people spend a lot of time talking about what they want to do, someday. But, without a specific goal and date there is no sense of urgency, no reason to take any action today. Having a specific time frame gives you the motivation to start today.  It also helps you monitor your progress during the process.

I devised a quick and simple 2014 Personal Goal Setting Exercise . . . .

1-  Write down your ‘magical’ and memorable moments for the past year.  Identify those moments that will live with you the rest of your life.  It may be something simple as having a ‘belly laugh’ with an old friend.  For example, seeing your newborn grandson or granddaughter for the first time.  It might be getting that promotion you worked so hard the past 5 years. ______________________________________________________________________

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2-   So what didn’t work in 2012?  Now this is a tough one.  What will you do differently?  What will you NEVER do again?  What do you need to change? ______________________________________________________________________

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3-   So what are you committed to changing this year?  This is a tough one.  You need to get very specific and detailed- remember these must be S.M.A.R.T. goals.   The bigger the goal, the more commitment and measurement needs to take place.  So, break these goals into smaller manageable goals, or KPI’s (Key Performance Indicators).  But also clearly identify the consequences if you don’t achieve your goal and ultimate cost in your life?  Put these goals in front of your ‘nose’, so they are seen on a daily basis.  One client puts the S.M.A.R.T. goals above the bathroom toilet, so they are seen each and every day. ______________________________________________________________________

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4-   Set up a Daily Ritual.  An example of a Daily Ritual is, “When I wake up every morning, the first thing I will do is go for a 45 minute run”.  Another might be, “I set 5 hours every weekend that I can read one book per week”.  What you need to do is clearly identify what you need to change, and make the change.  Changes start with Your Daily Ritual.  ______________________________________________________________________

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5-   Make a list of every person that you will share your S.M.A.R.T. goals with, including key persons within your organization, your spouse or partner, your friends, and your Business Mentor.  Keep in mind that your ’accountability partner’ will agree to hold you to the goal, and ask that you supply regular accountability, and also keep you accountable to making the necessary changes in your life or business to attain these  S.M.A.R.T. goals ______________________________________________________________________

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WHAT THE RICH DO

Are rich people just good with money or is there something a little deeper contributing to their success? Most people would agree that certain lifestyle choices and daily habits are as valuable in the quest for wealth as a sound understanding of finances.

A study indicated that a whopping 21 percent of Americans see winning the lottery as an important wealth-building strategy. A similar study of Canadians showed that about 12 percent were counting on winning a big lottery so they could have enough retirement income to retire in style.

There are many things you should never do if financial security is one of your main goals.  So what do the rich do every day that the poor don’t do?  Tom Corley, RichHabitsInstitute.com, outlines a few of the differences between the habits of the rich and the poor.

1.     70% of wealthy eat less than 300 junk food calories per day. 97% of poor people eat more than 300 junk food calories per day.

2.     23% of wealthy gamble versus 52% of poor people.

3.     80% of wealthy are focused on accomplishing a single goal. Only 12% of the poor do this.

4.     76% of wealthy exercise aerobically four days a week. Only 23% of the poor exercise.

5.     63% of wealthy listen to audio books during commute to work versus 5% of poor people.

6.     81% of wealthy maintain a to-do list versus 19% of poor.

7.     63% of wealthy parents make their children read two or more non-fiction books a month versus 3% of poor.

8.     70% of wealthy parents make their children volunteer 10 hours or more a month versus 3% of poor

9.     80% of wealthy make Happy Birthday calls versus 11% of poor.

10. 67% of wealthy write down their goals versus 17% of poor.

11. 88% of wealthy read 30 minutes or more each day for education or career reasons versus 2% of poor.

12. 6% of wealthy say what’s on their mind versus 69% of poor. (Are you a Victim or Victor?)

13. 79% of wealthy network five hours or more each month versus 16% of poor.

14. 67% of wealthy watch one hour or less of TV every day versus 23% of poor.

15. 6% of wealthy watch reality TV versus 78% of poor.

16. 44% of wealthy wake up three hours before work starts versus 3% of poor.

17. 74% of wealthy teach good daily success habits to their children versus 1% of poor.

18. 84% of wealthy believe good habits create opportunity versus 4% of poor.

19. 76% of wealthy believe bad habits create detrimental luck versus 9% of poor.

20. 86% of wealthy believe in lifelong educational self-improvement versus 5% of poor.

21. 86% of wealthy love to read vs. 26% of poor.

SUMMARY

1.     EAT RIGHT

2.     KEEP YOUR CARDS CLOSE TO YOUR CHEST

3.     SET GOALS

4.     KEEP FIT

5.     BE ORGANISED

6.     READ

7.     RING GRANDMA

8.     DON'T WATCH BIG BROTHER

9.     DON'T PUNT

10. RUN YOUR OWN RACE

11. AND ONE LAST THOUGHT . . .

There is a firm belief that a lot of poor people are simply too busy or disadvantaged one way or another to change their situation. Not everyone has the luxury of being able to pick themselves up.

From Dave Ramsey's blog "Poornomore":  "I was born poor, raised in poverty and watched my parents die that way. I worked hard, eliminated my bad habits, started doing what the wealthy did. Mostly, I stopped blaming others for my lack of wealth. Now I am wealthy, and help others who want to be helped."

TERRIBLE TEAM? ARE YOU MAKING IT WORSE?

I was working away at my desk when the phone rang. It was the CEO of a medium sized organization. He was looking for help with what he referred to as his “toxic” executive team.  I told him about our “flu shot for teams.” “Do you have a rabies shot?” he replied. Wow, I thought, could it really be that bad? I imagined a room full of executives foaming at the mouth.

It wasn’t quite that bad, but it was still pretty horrible.  Members of the team had stopped trusting each other and essentially stopped communicating. The organization used to be one of the area’s best employers but now employee engagement has suffered. Business wasn’t going well, either. Thanks to internal squabbles, the team couldn’t deliver the necessary tools the sales force needed to keep up with the increasingly tough competition. He also admitted that sales had been falling for three years. Therefore, there is no time to waste in getting this team back to health.

When we started, everyone was focused on their grievances. They felt wronged, and they wanted to see public trials for the offending teammates. Some had publicly accused their teammates of not knowing how to do their jobs. One Vice President had instructed her direct reports to ignore instructions from her executive peer. Another refused to share an important document with a colleague because she didn’t trust her with the sensitive material.

It was our third session with them before things started to improve. One member of the team, the CFO, realized that he was contributing to the problem.  He raised his hand and said, “I have to take ownership of my part in this.  I realize I’m grabbing the reins and not leaving you room to prove to me you’re capable. For my part, I promise to give you more room to do your jobs.” When everyone entered the room they fully expected that they would have a rockem-sockem no-holds-barred battle and here was the ‘bully’ CFO short-circuiting it all with an admission that he was a part of the problem.

The next person to speak quickly took on her share of the responsibility for what had gone wrong. It was the VP HR; one of the people who had been most affected by the CFO’s lack of confidence.  She replied. “I was hurt when you didn’t trust me to do that work, but I shouldn’t have responded by shutting you out.  I’m sorry.” One team member after another stepped up and took ownership for what they needed to change.

When things on teams go wrong, most people spend their time blaming everyone else for their predicament.  They have plenty of ideas and excuses for how their bosses and teammates can shape up. Seldom do I talk to a person who includes their own actions – or inactions — in the story of their team’s dysfunction. Instead, they wait for someone else to change their team.  If you’re waiting for someone else to change your team, you’re wasting your time.

Accountability for Your Team

Start by admitting that you are part of the problem and accept OAR (Ownership, Accountability and Responsibility). Few people are aware and honest enough to see the role they play in the dynamic of the team.  Instead, they focus on the aggressive behavior of a teammate or the lackluster leader.  Like any relationship, a bad team dynamic is never the result of only one person’s behavior. Think about how the things you have said and done have affected your team. But you can also be part of the solution. Everyone has an opportunity to change the dynamic of an unhealthy team.  Figure out what role you’ve been playing and change accordingly.

The ‘Sniper’

Some team members actively sabotage the team dynamic and the 'Sniper' works in the dark and only from a distance.  Their tactics can be overt; such as yelling, belittling, or interrupting.  They can also be covert; such as gossiping, negotiating through back channels, or just ignoring someone.  There is hope. With greater self-awareness and some coaching, you can change.  In my experience, this team member (who I call the ‘Sniper’) is actually the easiest to convert. Usually this is because they are smart and want to have an impact.  If you give them a way to make a more significant and positive contribution, they are willing and able to make the shift.

The ‘Victim’

When one finds a ‘Sniper’, the wounded are always close at hand.  You can identify the wronged by their below the line attitude BED (Blame, Excuses, Denial) and their inability or unwillingness to stand up for themselves.  At some point, the frustration tends to boil over and the ‘Victim’ goes on the attack.

It’s time to change how you show up.  You might be surprised to learn that, it’s more likely to be the ‘Victim’ who is voted off the island than the ‘Sniper’.  That is because the ‘Victim’ often lack the energy and resilience to make another earnest attempt at making the team better.

The ‘Bystander’

Not everyone on a dysfunctional team will be participating actively.  While cutting and insensitive remarks are lobbed across the table, some watch, just waiting for things to simmer down.  The ‘Bystander’ are the first to throw up their hands and say that life on the dysfunctional team is unbearable.  Unfortunately, commiserating does nothing to change the course of things, and their disengagement costs the team, too. It’s time to get them into the game.

Conclusion

Any one person can change a team, for better or worse. What will you do today to change your team for the better?

 

Parts used from HBR

HAPPY THANKSGIVING

 At this time of Thanksgiving we pause to count our blessings.

 We give thanks to the freedom of this great country of ours,

And its’ opportunity for achievement.

 We give thanks to the friendship and confidence you have shown in us.

 We especially give thanks for all things.

 Our best wishes for a Happy Thanksgiving.

 

History of Thanksgiving

There are many myths and misconceptions surrounding the people responsible for the American Thanksgiving tradition. Contrary to popular opinion and the writings in classroom text books, the Pilgrims didn’t wear buckles on their shoes or hats, nor were they teetotalers. In fact, they smoked tobacco and drank at lot of beer- they drank beer due to the quality of the water.

When the Pilgrims landed in the New World, they found a cold, rocky, barren, desolate wilderness. There were no friends to greet them and there were no houses to shelter them. During the first winter, one-half the Pilgrims died of sickness or exposure. Though life did improved for the Pilgrims when spring came, however they did not prosper.

Part of the reason for the lack of prosperity, involved the original contract the Pilgrims had with their merchant-sponsors in London. This contract called for everything they produced to go into a common store. Each member of the community was entitled to one common share under a communal agreement. Furthermore, all of the land they cleared and the houses they built also belonged to the community. 

What didn’t’ work was the motivation for people to work without incentive or ownership.  Contrary to the original agreement, the decision was made to assign plots of land to each family to work and manage, thus turning loose the power of free enterprise. What was the result?

It was reported that, “for it made all hands industrious, so as much more corn was planted than otherwise would have been.” As a result, the Pilgrims soon found they had more food than they could eat themselves. They set up trading posts and exchanged goods with the Indians. The profits allowed them to pay off their debts to the merchants in London much faster than expected.  Thus, it was found that the entrepreneurial spirit worked.

Reasons to be Thankful

I’m thankful for the flexibility and freedom of entrepreneurship. Ever since I decided to start a business, I get to work my own hours, chart my own course, and have an awesome career. I’m grateful every day for being able to spend time with my kids and grandchild, and the flexibility that comes from being my own boss makes this even easier.

I’m thankful for the chance to serve and get the opportunity to help business owners. I love helping people develop systems and procedures in their business, recruit and train the best possible team, develop a ‘real’ strategic business plan, and ultimately exit their business. Every day I hear amazing, energizing stories from people who are doing great things in their business and in their life.

If you believe in what you’re doing, and if you find a way to deliver your exceptional products and services and delight your customers, we will help you to become more successful.  That truth is, as entrepreneurs, we have the power to shape our success and create the lives we want, which is the biggest cause for gratitude of all.

This Thanksgiving, I hope we can all take time to reflect on the amazing power, freedom and excitement that comes from being a business owner and entrepreneur.  Keep focused and don’t get distracted by negativity or petty slights; assume the best in people, and forgive everyone everything. Remember that no one is in charge of your happiness but you – and this is especially true when you decide to start a business. When it comes to going after what you love in life, don’t take No for an answer.

Conclusion

Thursday we all will continue that tradition of having a Happy Thanksgiving. So, have a wonderful Thanksgiving.