Covid-W, Part I
It’s hard to believe it was just a short twenty-eight months ago when an uninvited guest now known as COVID-19 decided to pay the world
Focus | Lead | Execute
Focus | Lead | Execute
It’s hard to believe it was just a short twenty-eight months ago when an uninvited guest now known as COVID-19 decided to pay the world
Developing as a supervisor or manager demands a different set of skills than performing technical work. Soft skills such as communication, listening, empathy, and coaching
In most trade industries, and especially within restoration and cleaning, there is a significant amount of training geared toward helping new frontline hires gain the
Go Big, Part II The list of precepts I was given continued, but instead of getting simpler they seemed to be deeper and more involved.
Go Big, Part I There are times when it’s smart to exercise caution in the decisions we make and the way in which we conduct
Early in my consulting career I assembled a list of six “laws” that appeared to govern how small business was done. I referred to them
As I mentioned in Part I of this series, we tend to think of competitors as other companies in our same market delivering similar products
When a company drafts their marketing strategy as part of their overall Strategic Plan, it’s their External Competitive Forces that are typically addressed and not
As a business leader gains mastery over their Personal Competitive Forces, their company can grow to a point where its Internal Competitive Forces come into
At the core of the three levels of competition are the Personal Competitive Forces. They are the most basic of the competitive forces at play