It's difficult, time consuming, requires more resources than selling in the national market, it's complicated, frustrating, complex and incomprehensible at times.

It opens my eyes to new cultures, new ways of doing things, new languages and amazing people.

It has made me realize that there are many paths to a solution, and all of them are valid.

It is a highly competitive arena.

There are no second chances.

The people in the business of selling or buying products or services across borders live with this on a daily basis.

We like it.

It drives us crazy too.

It's the same mentality that drives people to do crossword puzzles, go rock climbing, or take on huge tasks.

It's about the challenge, the complexity, the rush of adrenaline when it all goes well and we succeed.

I realized how different I am from others, in my desire to be involved in global trade, during a conversation between three friends.  Two of us are involved in international commerce and the third lives in the local national market.

We stumbled on an idea that involves the consolidation of various local products (overstock and outdated inventory) and selling it via an auction process to international buyers.  It was a response to a very costly and real problem  that our friend lives with daily.  As we discussed it, our blood pressure rose, our hearts quickened, we got excited.

"Sounds like a lot a work, forget it, exporting is too much trouble" was the reply of our third friend.

I've heard the same comment many times before.

I watched the potential solution wither and die before us.

My friend is ready to live with a problem and loss of  income because he didn't want to work harder.

He didn't even consider hiring others, using specialized outsourcing, to work for him.

"It's a lot of hard work."

Of course it is.

Planning on exporting, importing or working internationally?

Find people who are genuinely interested,excited and turned on by the challenge.

The ability to embrace adversity, problems, and constant change as part of the daily working environment is key to working across borders and cultures.

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It is not easy to be a leader, or to maintain a position of leadership.

There is no book, movie, seminar or short course that will turn one into a leader.

We can learn about certain elements of leadership that we may or may not possess, and incorporate these ideas into our lives and behavior.

But leadership is not about what information we possess, our good intentions, or a business title and corner office.

It's all about what we show to others.

It's about what we do.

Day to day actions.

Sustained leadership success comes from; listening, attention to detail, implementing ideas, perseverance in the face of adversity, willingness to embrace innovation, training and mentoring others, planning and risk identification, and the most important factor of all, providing a living example to others.

A true leader provides a model to others.

Leaders will consistently provide examples of; honesty, integrity, ethics, dignity, passion, diligence, capacity to learn, and unwillingness to be defeated.

A true leader will also provide examples of how to lose, how to accept defeat and move on, because leaders are not always winners

Leadership is not a 9 to 5 job, it's a way of life.

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I don't.

In fact, I find them to be insincere, ambiguous and completely useless to the customer, and most of the time useless to the company itself.

So why do many corporate websites include them?

Does someone in the sales and marketing department believe that customers find this information important or believable?

Objectives, goals, mission and vision are important in an organization.  They define where we are going, and help in making decisions about how to get there.

You don't need a mission or vision statement to be successful.You will need to make certain everyone in the company knows where they are going and are focused and motivated on getting there.

Customers will see the results.

You don't have to tell them what you are trying to do.

If you're involved in the international leather components and accessories industries, ANPIC is a fair that should not be missed.

Expositors include:
Components, Accessories and Fittings
Lasts, Heels and Soles
Hides and Skins
Machinery and Equipment for Footwear
Machinery and Equipment for Tanneries
Chemical Products
Synthetic Materials and Textiles
Services

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Leon, Guanajuato Mexico

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Poliforum Leon

What are the reasons for poor customer service?

Top 10 Reasons for poor customer service and their solution

1.    People are not trained.  When an organization does not spend the time to fully train their people the consequence is poor service.

Solution:  Dedicate resources (time and money) for training and reinforcement.   Employees should be fully informed about company goals, the products and services.  Emphasis and training should be focused upon the importance of listening and responding to the customer’s requests.  People can only do the job if they are given the right tools and objectives.  It costs money to train people.  It will cost more if you decide not to train them.

2.    People don’t care.  Selecting the correct personality is crucial for your business success.  Apathetic or self centered personality types have no place in a business that requires customer contact.

Solution:  Focus the selection and evaluation process to identify personalities that do not fit the required profile.  Get the wrong people out immediately, it also sends a clear message to everyone.

3.    Sabotage.  Angry or frustrated employees can actively work to sabotage and try to destroy the company.

Solution:  Keep honest and open communications with employees.  Informally and formally review performance, goals, objectives and feelings to stop potential problems before they reach the customers.  Get these people out of the front lines immediately.

4.    Employees don’t believe in the company, product or service.  If the image, marketing and promotion of the company is quite different from the reality, workers will not be able to sustain a positive attitude in the face of problems they know exist.

Solution:  Be honest.  Work closely with customer service, marketing and quality control to identify real problems and fix them.  Don’t let  marketing advertise over problems, solve them.

5.    Personal problems reflected in work.  When an employee’s personal life is in crisis or out of control, they may exercise control, aggression and negativism toward customers in an attempt to put some part of their life in order.

Solution:  Clear communications with employees:  If their personal life is affecting work performance, talk about it.  Time off, access to counseling or just listening may prevent more serious problems.

6.    Burnt out.  Too much negative, too many complaints can lower a person’s level of commitment and move their positive and helpful attitude to an apathetic one.

Solution:  Constant communication helps to identify who is burning out and why.  Get customer service people together to talk of success and how to deal with the frustrations.  Provide recognition or incentives for excellence in dealing with problems.

7.    Not providing the correct solutions to customers, lack of empowerment.    There is nothing worse than dealing with an employee who listens to a problem, then shrugs and says they have to ask someone else in the company to intervene and provide a solution.

Solution:  Give the people on the front lines the authority, power, tools and ability to solve problems.

8.    Don’t see the benefits – don’t understand their role in the company. 

Solution:  Employees project an image of the company.  They are the company.  They should be reminded of their importance and value to the customer and to the company.  Incentives, recognition, training and constant reinforcement are important.

9.    Apathetic from hearing the same problems over and over.  A fundamental role of the customer service division is to provide constant feedback on how customers view the company, the products and the service.  If this feedback is not analyzed and acted upon by upper management a feeling of apathy and frustration is created.

Solution:  Set up a model and procedure for the accumulation, analysis and implementation of solutions for the problems identified by customer service.

10.    Incentives/salary not tied to results.

Solution:  If you insist that the company depends upon people, and that people are the key to success, implement compensation packages, evaluations and incentives that support and reinforce this.

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In order to make your life easier, for business or vacation travelers, here is quick comprehensive telephone dialing guide for landlines and cellular phones in Mexico.

Covers 90% of the telecommunications companies currently in Mexico.

Handy Telephone Dialing Guide for Mexico

Telephone Dialing Guide for MexicoTelephone Dialing Guide for Mexico

The idea behind the site:

"People that want economic development in Mexico will trade together. This site is to put people together for electric handshakes, trade, new business ideas or just old friends finding each other again."

Members can add photos, videos, blog entries, comments and meet others with similar interests about business and economic issues related to Mexico.

Looks like it will be an interesting site.

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In order to make these decisions; research, information and analysis of the pertinent information is required.

Here is where management bogs down or leadership can make serious misjudgements.

• Poor incomplete analysis or lack of the critical information required to assess the risks, obtain the required resources or understand the probable benefits.
• Lack of understanding of the changes or resources that the decision will provoke.
• Making the decision too early, or too late.

A quick and useful trick is to apply the "3 Y's" to assist when faced with a difficult decision.

The "3 Y's"

• Why Me?
• Why Now?
• Why Not?

The First Why - Why Me?

• Who is requesting that I make the decision? Why?
• Is this in my area of responsibility? Why?
• Is this my area of expertise, do I know what I'm doing? Why?
• Do I have enough key information to make the decision? Why?
• Can I obtain more information, in how much time and at what cost? Why?
• Do I understand the analysis of the data and the conclusions? Why?

The Second Why - Why Now?

• Does this need to be done or decided now? Why?
• Is it in response to an emergency, part of "normal" operations or a change in strategy and objectives? Why?
• Who depends upon this decision or is affected by it? Why?
• Should the involved parties be informed of how the decision will affect them? Why?

The Third Why - Why Not?

• What happens if I don't make the decision? Why?
• Are there other options, solutions, or alternatives? Why?
• Do I think this is the best solution or decision available? Why?
• Do I fully understand the short term and long term effects on resources, customers, work systems, goals and objectives that this decision will provoke? Why?
• Who are the internal or external "experts", what is their recommendation? Why?
• How far am I putting the organization at risk with this decision? Why?
• Are there metrics to measure or contingency plans in place in case this does not go as planned? Why?

By reacting and making difficult decisions without reflecting on the WHY we miss identifying the real problems and issues.

We miss solutions and strategies.

We miss opportunities to unify and support the organization.

We find ourselves responding to symptoms and not solving or responding to the core issues.

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For those who live and work in the temperate climates, summer feels different at work.

Summer is different.

Work is not as important or easy to focus on as it was in February with the snow blowing outside.

Work-Life balance becomes a critical issue for many.

All you managers and supervisors, it's time to loosen things up at the office, especially on Friday.

Everyone enjoys a perk, a freebie or a bit of fun in their life, and this is especially true at work.

Lighten up the summer work environment with the following ideas:

1.  Have a random raffle or give away.  Give away a book(never a business book), a gift certificate to the coffee shop, tickets to a movie, a CD, never more than USD $ 20.  The winner has to be picked by a completely random process (no trivia, or knowledge necessary to win).  Giveaway should occur before lunch, no big ceremony, no speeches.  Don't do it regularly.  It's not about you, it's about everyone else.

2.  Go on a coffee run for everyone.  You do it, don't send the office person or secretary.

3.  Any big sporting event or local team playing on the weekend?  Have everyone pick a winner and final score, give the winner(s) next Friday afternoon off, or buy them lunch next Friday.

4.  Really furious about something or someone?  Let it wait until Monday.  This is a good thing for everyone involved.

5.  Let everyone go home early, even an hour will be appreciated.

6.  Bring in some summer food and snacks for lunch.  No big catered affair, just plenty of good food, napkins and plates and give everyone plenty of time to enjoy it.  Don't forget the summer refreshments (skip the alcohol).

7.  In everything you say and do this Friday, try NOT to be the authoritarian boss, be a fellow co-worker.   You might learn something about people and motivation, and yourself.

Related Links 

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It's too easy to make a promise.

We promise the customer that the product will work, solve their problem, and maybe change their lives.

We promise our coworkers that our part of the work will be delivered on time.

We promise our business partners and suppliers that we they can count on us.

We promise to follow up after the initial sales call, that we will always be there with customer service.

We promise that our priority is the customer and the customers satisfaction.

We promise to hit the sales goals and meet the budget.

All our promises are all full of good intentions, it's what people want to hear, it's what we want to deliver.

But, can we guarantee that we will deliver?

Never take a solemn oath.  People think you mean it.  Norman Douglas

The best way to ruin your reputation and lower your ability to lead and manage others is to promise something and not deliver.

We make a promise because it gives others confidence, it seems to make negotiations easier and it reflects our hope that all will go as planned.

"All promise outruns performance."  Ralph Waldo Emerson

A common error of new managers and leaders is the perceived need to make promises to their organization and team.

Don't promise it.

Promises are very powerful compromises, but extremely fragile and difficult to achieve.  Take care when offering them to others.  

In the place of promises, offer firm plans, describe actions and possible outcome, dedicate the time and resources required.

Do more than you say you will.

Perform, don't promise.

"It is an immutable law in business that words are words, explanations are explanations, promises are promises but only performance is reality."  Harold Geneen

There is a tendency to forget that this New soon becomes part of our routine and becomes integrated in our system of evaluation and processing of experiences.

Working internationally has been my biggest source of New for the past 30+ years in my personal and professional life.

It invigorates and challenges me.

It's not always fun, or easy.

Living and working internationally has taught me:

• Patience. It always takes more time than you think.
• To listen before acting, reacting or responding.
• To be humble. I don't know it all, there is always something else to learn in order to understand.
• To deal with frustration. When it's not happening just the way you want it to, it means there is a different way to do it, find the alternative or live with the current situation, stop the whining and complaining.
• New ways to solve problems. Not everyone culture approaches or attacks a problem the same way.
• To analyze several solutions before making a final decision. What's right at home may be 100% wrong in your current situation.
• Most people are honest, fair and open, however being a strange face in a strange land brings out a certain criminal element that may find you irresistible (especially in the transportation sector).
• People express themselves and their true feelings very differently, especially when it comes to solving conflicts.
• Food ingredients and table manners are wildly different and can create physical and/or psychological reactions that were previously unknown to me.
• There is no "right" way to live, solve problems or compete.
• Politics and religion can be discussed, but should never be debated. Never.
• Travel is not glamorous, restful, or easy. Takes a great deal of preparation, adaptation and improvisation to make it work.
• Hospitality, manners and paying attention to detail are incredible important in making and maintaining relationships (host and guest).
• Guides are important. These may be other business people, local residents, books or information about the people, place and culture. Learn, learn, learn and ask lots of questions, it pays off.
• To be fair. Make deals and agreements as if you are going to be working with that company or individual for the next 20 years.
• To see the "Big Picture". Relationships, government policies, customs and cultural differences all interact and I begin to see larger issues being affected by my smaller decisions and preoccupations.

What about you?

What New did you confront, discover, embrace, enjoy or hate while living or working in another country?

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We enjoy and feel comfortable with a routine.

We create routines in our personal and professional lives constantly.

We wake up around the same time, go to work at an appointed hour, drink coffee at a scheduled time.

We tend to focus and concentrate on our specific career area, and in doing so are excluding influences and relationships that matter.

New and different influences and relationships that can dramatically change the way we work, feel and create.

Even our free time is scheduled and programmed.

We read the same papers, watch the same programs, go out at the same time, and surround ourselves with the same people and experiences.

In order to maintain interest and excitement in our professional and personal lives we need to learn, experience or add something New.

Turn the microscopic view of our lives into a telescopic view and look for the New relationships and New elements of influence.

We can’t change, innovate, modify, evolve and grow if we don’t have access to New.

New ideas.

New learning.

New skills.

New methods.

New relationships.

New challenges.

New does not seep into us by accident, it requires active participation on our part.

We must seek it out, experiment, and take chances.

Find it, analyze it, embrace it or reject it.

New does not always make us happy, in fact it can create conflicts and anxiety which ultimately lead to better definition of what we want, or what we are doing.

We can find New in books, magazines, web logs, articles, especially if they are unrelated to our current business.

New can be found by taking a different route to work, shopping in a different area, eating different foods or in different spaces.

New can be found in any person whom we haven’t had a conversation with.

We have to make the conscious decision to break our routines and seek out New.

When was the last time you encountered something New?

When will be the next time?

What can we do today to find New?

When creating our weekly agenda, keeping in mind that we must dedicate time to actively seeking experiences and information that are outside of our comfort zones and areas of expertise.

Find something New today.

Start a list, when you find something New write it down.

Encourage the people around us to discover and share something New.

Watch how New begins to change your life and decisions, enthusiasm and attitude.

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Do you believe that the "cold emotionless leader" approach will bring better results to the organization?

Teresa Amabile in an interview entitled How Team Leaders Show Support-or Not in The Harvard Business School Working Knowledge newsletter, outlines her study published in 2004 in The Leadership Quarterly, and gives insight into leadership characteristics and styles as they impact group performance and creativity in organizations.

She identified 4 key behaviors that will improve the perception of team leader's support by the team members (and by association improve group attitude and final results).

The groups perception of the leader's support were positive when:

• they received on-time feedback and prompt response to problems. On-time decision making
• they were supported in their decisions on a personal AND professional basis by the leader and a sense of relationship was developed through exchange of personal information. Create personal relationships.
• they were recognized individually and in public for their achievements. Praise and recognition.
• they were included and asked for ideas and input about decision making. Inclusion and participation of all team members.

Sound familiar?

They are fundamental characteristics of any leader or manager.

The groups perception of the leader's support were negative when the leader:

• Did not manage the work efficiently. Lack of timely decision-making, disinterest, disorganization.
• Unable to provide clear role definition and objectives. Lack of focus and objectives.
• Unable to solve problems or avoid them. Lack of strategy and planning.

Becoming a good leader is not all about barking orders or the implementation of revolutionary, new and improved ideas about data management and numbers analysis .

It's about listening, doing your job and making decisions that affect others on-time.

It's about dedicating time and applying common sense to create and maintain human relationships.

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Leadership, do you want the job or just the title and benefits

What defines an exceptional leader

• Multinational
• International
• Transnational
• Global

Andrew Hines over at BNET has brief and clear definitions of each of these terms, Get your international business terms right.

Each term is distinct and has a specific meaning which define the scope and degree of interaction with their operations outside of their "home" country.

• International companies are importers and exporters, they have no investment outside of their home country.
• Multinational companies have investment in other countries, but do not have coordinated product offerings in each country. More focused on adapting their products and service to each individual local market.
• Global companies have invested and are present in many countries. They market their products through the use of the same coordinated image/brand in all markets. Generally one corporate office that is responsible for global strategy. Emphasis on volume, cost management and efficiency.
• Transnational companies are much more complex organizations. They have invested in foreign operations, have a central corporate facility but give decision-making, R&D and marketing powers to each individual foreign market.

Andrews's advice is if in doubt about the right term to use, try the generic term "international business".

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BNET

Thomas A. Edison
US inventor (1847 - 1931)

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Slow Leadership has a post entitled Too Much Leadership that reminded me of a key concept required to effectively lead and manage people, and insure success in our organizations.

The willingness to pitch in and do the work along with the team.

There is no miracle formula to sustained success.

It's about getting the work done.

It's incredible important that we raise our hands to volunteer and roll up our sleeves, and not just point our fingers and give orders.

It creates a sense of camaraderie, provides an understanding of what are co-workers are dealing with, and shows a spirit of "doing what it takes" in order to make the business work.

The desire to "be the boss" somehow leads people to think that they are exempt from work, or entitled to give orders instead pitching in.

Being the leader involves identifying and eliminating the bottlenecks that affect your people in their work.

Supervision and coordination of work activities is part of that managerial responsibility.

Assuring that everyone gets their job done efficiently is what will make you a successful manager.

Best way to understand what that takes is to jump into the fray once in a while, listen, learn, work and think how to make it better or more efficient.

Do more and supervise less.

Start using your whole hand at work, and not just your index finger.

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Slow Leadership:  Too Much Leadership

20 ways to guarantee failure as a manager 

1. Immediately purchase new office furniture and redecorate your office.  Spend a lot of money and make your office look very different from any other office in the company.
2. Insist on new computers, cell phones and software for your use only.
3. Spend several days working on your title, the press release announcing it and how your business cards look.
4. Insist and "fight over" small insignificant details and decisions in meetings, leaving big decisions and "big picture" items in limbo.
5. Treat the people in the organization as if they are there for your convenience and well being.  Be as rude as possible in your communications.  Demand, never ask.
6. When in meetings and conversations, always answer the ringing telephone, type and send Blackberry messages, read and respond to all incoming email and instant messages.  Interrupt frequently and ask people to repeat themselves because you were busy.
7. Plan company workshops or events aimed at creating a new atmosphere of "community" at work for weekends or after work hours, and preferable with short notice.
8. Avoid sharing any information about your goals, ideas and strategies about the company with employees.  Always talk about theory, never get specific.  Keep it fuzzy and out of focus.
9. Don't listen to any ideas, solutions or complaints from employees or managers who report to you, especially if they have been with the company for a long time.
10. Make strong permanent opinions about the company and employees, solely on the basis of discussions with top management and the business owners.
11. Take lots of "business trips"  and attend every professional seminar and conference possible, do not take anyone from the company with you.  This is especially effective if the company is suffering from cash flow problems.
12. Talk about implementing massive changes, re-inventing methods and strategies, promote innovation and tell everyone that money is not an issue for them to worry about, at the same time focus all your energy on cutting costs, and minimizing the organization.
13. Immediately terminate some employees because someone told you to do it.
14. Insist that everyone in the company learns how to work with a new software program that you like.
15. Request reports and analysis from all managers and department heads, then several days later, repeat the request.  Don't read or respond to any report and never acknowledge that you have received it.
16. Schedule many inter-departmental meetings at odd hours, don't provide an agenda, then cancel them at the last minute, or just don't show up.
17. Always refer to customers as if they were something evil and undesirable.
18. Constantly remind employees that before you came to the company they were primitive and uneducated, without a clue as to what business is all about.
19. Hire consultants, lots of consultants, expensive consultants are best.
20. Never make a decision by yourself, always try and find total consensus on all issues.

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Leadership, do you want the job or just the title and benefits 

1. Immediately purchase new office furniture and redecorate your office.  Spend a lot of money and make your office look very different from any other office in the company.
2. Insist on new computers, cell phones and software for your use only.
3. Spend several days working on your title, the press release announcing it and how your business cards look.
4. Insist and "fight over" small insignificant details and decisions in meetings, leaving big decisions and "big picture" items in limbo.
5. Treat the people in the organization as if they are there for your convenience and well being.  Be as rude as possible in your communications.  Demand, never ask.
6. When in meetings and conversations, always answer the ringing telephone, type and send Blackberry messages, read and respond to all incoming email and instant messages.  Interrupt frequently and ask people to repeat themselves because you were busy.
7. Plan company workshops or events aimed at creating a new atmosphere of "community" at work for weekends or after work hours, and preferable with short notice.
8. Avoid sharing any information about your goals, ideas and strategies about the company with employees.  Always talk about theory, never get specific.  Keep it fuzzy and out of focus.
9. Don't listen to any ideas, solutions or complaints from employees or managers who report to you, especially if they have been with the company for a long time.
10. Make strong permanent opinions about the company and employees, solely on the basis of discussions with top management and the business owners.
11. Take lots of "business trips"  and attend every professional seminar and conference possible, do not take anyone from the company with you.  This is especially effective if the company is suffering from cash flow problems.
12. Talk about implementing massive changes, re-inventing methods and strategies, promote innovation and tell everyone that money is not an issue for them to worry about, at the same time focus all your energy on cutting costs, and minimizing the organization.
13. Immediately terminate some employees because someone told you to do it.
14. Insist that everyone in the company learns how to work with a new software program that you like.
15. Request reports and analysis from all managers and department heads, then several days later, repeat the request.  Don't read or respond to any report and never acknowledge that you have received it.
16. Schedule many inter-departmental meetings at odd hours, don't provide an agenda, then cancel them at the last minute, or just don't show up.
17. Always refer to customers as if they were something evil and undesirable.
18. Constantly remind employees that before you came to the company they were primitive and uneducated, without a clue as to what business is all about.
19. Hire consultants, lots of consultants, expensive consultants are best.
20. Never make a decision by yourself, always try and find total consensus on all issues.

Related Links

Motivation, not the leaders job

Leadership, do you want the job or just the title and benefits 

Events provide great information, professional tips, up to date industry information, inspirational and motivational ideas, and fantastic opportunities to expand your business network.

Unfortunately not all the events are interesting, useful or entertaining.   At times it is a waste of time and money.

But the occasional great event is inspirational, we leave the room vibrating with ideas, enthusiasm, motivation and the desire to put the words and concepts to work in our own lives and business organization.

Two days later we forgot about what we were going to do, how we were going to do it, and why it was important.

Then we sign up for another event, and the cycle repeats itself.

How can we take full advantage of the ideas, knowledge and opportunities from business events?

To get the most out of these events a bit of planning and follow through will allow you to maximize this knowledge and it's impact in your professional and personal life.

Before you go

1. Main reason why are you going to attend?  Write down your reasons for attending; to gain specific business knowledge, exploration (don't know what to expect, but it might be good), my boss thinks it might be important, seek inspiration or motivation, networking opportunities.
2. Why do you expect to learn, or who do you expect to meet?
3. Can you do anything to prepare before you go?  Contact people before you go, read works from the author or about the topic, prepare specific questions?

After the event

1. Write a brief,  one page, executive summary.
2. Include the name of the event, place, date.
3. What was the conference/event about.
4. Note any reference materials given at the event, where are you going to file or save them?
5. What did you learn that is applicable to you or your business?  This might be a general concept, or specific information, it's what you want to bring back and implement.
6. Who else in the organization should know about the information or is affected by it?
7. Who did you meet while there, full contact information, how can they be interesting to your business in the future.
8. What follow-up required (thank you notes, contact specific people, more research, share it with others, file it, forget it).
9. What should be investigated further, and who should do it.
10. What does it take to implement or disseminate the idea or knowledge in your business (resources, people, attitude, commitment).
11. Personal comments or observations, what did you feel.
12. Retain all these executive summaries in a file titles "Events, Conferences, Seminars, Classes, Lectures" or something similar, organize events by date, subject or month.
13. Review your summary in 30 days and note progress or lack of progress.   What happened or didn't happen?

The key to maximizing the impact of a special event in your organization is to take a few moments to reflect upon your objectives before attending and then summarizing your learning, next actions and follow through required after the event.

Simple, focused and effective.

Highly recommended that each attendee from your organization be required or encouraged to keep such a file, and share it with their co-workers or managers.

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I determined that halfway through an article in the BBC News article by Peter Day entitled  Tim Smit's Monkey Business

I think it would be quite an experience.

A supportive and demanding environment, requiring the daily application of personal and professional skills.

Optimal results would be demanded, incompetence not tolerated and everyone would be focused on achieving positive and focused results.

Creativity and innovation are sought out and rewarded.

It might even be fun.  In fact I'm sure it would be.

Fun and rewarding in the sense that the people working with Tim are doing what they want do to, have the skills to do it, they work with people they like, and are focused on achieving something, together.

That's a great definition of my ideal workplace.

Take a look at some of his management "rules" for his current project, The Eden Project

•  Wants to work with people he likes, interviewers must provide a 10 minute performance of something entertaining
•  Seeks extroverts with opinions, not seeking "yes men"
•  Job interviews take two days and include potential subordinates
•  Don't make important decisions at work, do it over dinner or a glass of wine when you are relaxed and more "human"
• Take responsibility for your job and actions, don't pass it on to others
• Once a year make dinner for your co-workers, read a book you don't want to read and report on it, forced activity in order to broaden your horizons

We focus too much on specific business skill sets and abilities in business and management as a "guarantee for success".

We forget that we are human beings, and work and interact with other human beings.

Business is all about participating in a community.

If you, your product or your service is wanted and desired by the community, they purchase it, a profit is probably generated.

We are successful.

Is there anyone who comes to work and doesn't think they have to have the skills to do their job, to interact with others as a team, and be productive?

Do we need to hammer this into our people any more?

A little fresh air, creativity and innovation is in order.

Time to create a community and social organization, with the goal of creating a product or service.

Creating an active, open environment where ideas can be developed, forcing ourselves to learn new skills, having a relationship with those around us,  great ideas.

Keep on eye on Mr. Smit, his project and his ideas.

Some sort of financial, social or commercial success for his project will turn his ideas loose upon us and maybe change the world.

I can hardly wait.

Related Links

Tim Smit's Monkey Business 

The Eden Project 

BBC Four Profile - Tim Smit

Successful Managers should be breaking the rules

Weird ideas that work 

Are you on the right team? 

Do you have a regular time when you take the phone off the hook, avoid interruptions and think about business situations and problems or create plans?

Do you often worry about past, present and future business decisions?

This quotation from Harold B. Walker Think or Worry
might provide some motivation for you to include some time for reflection and thinking into your workday.

"Thinking works its way through problems to conclusions and decisions, worry leaves you in a state of tensely suspended animation" (H.B. Walker)

Get the subject out in the open, describe it, observe it, analyze it, understand it.

Think about it.

Create solutions or action plans to deal with the reality and stop worrying about it.

"You can think about your problems or you can worry about them and there is a vast difference between the two." (H.B. Walker)

Related Links

Can't make a decision

Think or Worry 

Putting change into perspective   

"I'm not here to hold hands and baby the employees, I'm here to make them perform and bring me results"

Ever heard that, or said that?

These comments are typically from leaders or managers who don't believe motivated people are important in their business organization or results.

More than likely, they don't have the "people skills" required to motivate others.

Sustaining motivation and enthusiasm at the workplace is one of the important factors in assuring business and personal success.

Leaders who tell me that motivating employees is not part of their job description, or not required for success are blind to the reality of working with other human beings.

Which group would you rather lead and work with, Group A, apathetic and unmotivated or Group B, focused and motivated?

A large part of motivation comes from the individual, it has to start here. There is no magic pill to give someone the desire and will to do their job with vigor and energy, striving for the best results possible.

You either have it, or you don't. Hiring decisions should include an evaluation of an individual motivation potential.

Reinforcement and refocusing of personal motivation comes from the workplace, and workplace leaders.

Superior leaders know how to maintain momentum over time, keep the organization motivated, enthusiastic and focused.

Excellent results come from organizations that are motivated and are able to sustain their enthusiasm over time.

Failure to accept your role as leader and motivator at work is a a sure sign that you are not doing your job, and that your people and organization will not be performing at their best.

Motivating others is difficult and requires important social skills including listening, communicating, applied psychology and the art of negotiating.

All successful leaders share these skills or know how to find the right people in their organizations to keep their people motivated.

On your checklist of important goals and objectives for the organization this year add "maintain employees motivation" if you want to achieve all the other items on the list.

Related Links

Motivation - Heroic Moments

How to motivate yourself on Monday

Leadership, do you want the job - or just the title and benefits

How do we stop illegal immigration?

How do we control immigration?

Take away the angry rhetoric, xenophobia, unsubstantiated claims and statistics and we see an problem that is global in scope and range.

It's an economic issue. It's a political issue.  It's an emotional issue.  It's a human issue.  It's a moral issue.  There is no absolute "right or wrong" or "black and white".

Poor people want to improve their condition and look toward wealthy countries as places of opportunity and employment.

Wealthier countries cannot allow uncontrolled immigration and growth if they wish to sustain their economic advantage and growth patterns.

Who has the right to live and work here or there?

There are two important issues at the heart of the issue:

1.  A country (government) has the right to close, defend and control their borders and all immigration.

This is a no-brainer, of course a country can do whatever they want with their border, immigration and foreign trade. It is their right to make the rules and regulations that govern their territory and for those who wish to enter the country.

Of course we have to remember that the US border consists of over 12,034 km of land boundaries and 19,924 km of coastline.

This makes total enforcement of the border a difficult if not impossible task. Keeping people out of the USA with walls is not possible.

Controlling the border, monitoring legal immigration  and enforcing laws to control or eliminate illegal immigration for the benefit of the country and it's citizens is the goal of any good immigration policy.

2. What to do with existing immigrants currently living and working in the country?

This is the tricky one.

The US has clear laws and policies regarding illegal immigration, they have been in place for years.  The lack of enforcement and lack of application of the laws has resulted in 12 to 20 million illegal immigrants currently residing in the USA.

Solutions and Alternatives for existing illegal immigrants in the USA

1.  Provide Citizenship.  Allowing "fast track" to citizenship for existing illegal immigrants in the US sidesteps or ignores laws in place that were never seriously enforced over the past years.

Legal challenges, fairness issues, political problems all prevent this solution from being proposed, evaluated and accepted.

Arguably the best, fastest, cheapest solution that will not disrupt the economy in the short term.

Another problem to consider is that of trust.  Will an illegal immigrant trust a government program that brings them out of hiding and identifies them?

The next issue, if all the illegal immigrants sign up and become US citizens are they paying their taxes, are their employers withholding taxes?  If not there is a new legal challenge, the identification of tax evaders at the business and personal level.

2.  Find them and deport them.  Enforce the current laws.   Tracking down and deporting all illegal immigrants is not logical or cost effective due to the estimated amount of immigrants in the US. (10,000,000 to 20,000,000 according to some estimates).

It is the best political solution, makes headlines and polarizes people.  The idea that "we are just enforcing the law" is heard by followers of this strategy.

Unfortunately it also disrupts the economy at the local level when communities or workplaces are singled out for "raids" and massive deportation.

If there were a method to identify and return all illegals to their countries quickly the US economy would fall into a huge recession or depression due to the sudden and massive loss of labor.

If the US had been enforcing their immigration laws over the past years they would not have this situation.

But they didn't do this enforcement in the past, and now what?

3.  Make new legislation prohibiting interaction and financial transactions with illegal immigrants. Good political solution, great headlines but does little to stop the underlying economic differences between the US and other countries (the reason why people immigrate).

New laws do not stop or slow down the entrance of illegal immigrants.  The fundamental problem continues, and is now criminalized further (reflect on how effective the laws were during Prohibition and currently against drugs in terms of stopping their use and commercialization).

Creates an underground economy (housing, fraudulent documents and I.D., etc.)  and increase the opportunities for illegal immigrants to be exploited and organized crime to get involved.

Creates an atmosphere of distrust, fear, xenophobia which creates violence, prejudice and hate between ethic groups and socioeconomic groups. Turning the average citizen into the police, judge and jury is not recommended.

If the current laws are not enforced, do we need to make more?

4.  Create a temporary permit or permission to allow immigrants to work.  This makes sense if there is a need for immigrant workers in the US economy. It allows them to work, pay taxes, and participate in the infrastructure.

The major problem here is that the US employee does not want to pay taxes, benefits and competitive wages to low wage workers.  This is not because they are bad people, it's because to be competitive they require the lowest costs possible, and taxes reduce their competitive advantage.

The lawmakers will not be able to determine how many individuals should be allowed in yearly, or for how long.

Paying taxes is not an issue for the illegal immigrant.  Getting a job that pays is an issue.

The enforcement of immigration "after the border" should be focused upon identifying those businesses who hire illegal immigrants and don't pay the corresponding taxes and benefits.

This is hugely unpopular with politicians, because businesses are filled with voters. It is easier to confront individuals with no rights, no legal protection and no right to vote than it is to confront US citizens with the power to vote you out of office.

Every US agency that deals with the Federal or State economic development has voiced the opinion that immigrant workers are a required and essential part of the US economy and necessary for future economic growth.  Required and essential.

5.  Do nothing   This was the unofficial policy for many years.  Border control was present and legal immigration controlled but illegal immigration control was not enforced 100%.

The general US government view was that supply and demand would control the flow of required illegal immigration.

The economic and political cost vs. benefit of eliminating this necessary source of low cost labor was considered, and the reaction was tolerance and silence.

This is changing rapidly with the upcoming 2008 US elections.  It is an emotional issue and a polarizing issue with US voters, and emotional polarizing issues wind up being central issues during Presidential political campaigns.

The immigration issue is a hot topic in Europe, and new political faces are emerging worldwide trumpeting the issue of "preserving the culture" and "controls on immigration".

It's a sign of the global times, we are now able to quickly migrate anywhere.  Our government and society's abilities to accept new immigrants is being challenged and overloaded.

We need to look at the fundamental causes of immigration, and determine long term global actions that will eliminate the need for people to leave their own countries.

At the same time evaluate current and new immigration policies and laws with a single focus; what is the best for the country, it's growth, it's future and it's current citizens?

Related Links

Illegal Immigration - USA and Mexico 

American Immigration Resources on the Web 

Can't make a decision 

This is significant for several reasons.

• Allows investment protection to foreign investors in both countries
• Free repatriation of funds to investors
• Allows Indian companies access to the USA and European market through manufacturing in Mexico
• Offers protection of Intellectual Property (IP)
• Opens the door for Preferential or Free Trade Agreement negotiations in the future

India's government and private industry sees Mexico as a "trampoline" to the US market, and also entrance into Mexico and Central America.

I have no doubt we will begin to see some Indian investment in Mexico and India-Mexico joint ventures in the very near future.

I strongly recommend that Mexico review, simplify and speedup the time and reduce the costs related to obtaining a travel visa for Indian business people.

Related Links

India, Mexico sign investment protection agreement

India looks for key to NAFTA in Mexico

India eyes free trade with Mexico for better access to NAFTA

Next time you're in that indecisive state of mind, answer these questions and see if it pushes any buttons to move the process forward.

1. What is the "best case"desired outcome?  Will your decision move you toward that outcome?
2. What is an "acceptable" outcome?
3. What is the worst thing that could possible happen if you make the "wrong" decision?  Can you accept this?
4. Is your decision reversible?
5. Will a wrong decision destroy value, confidence or trust of anyone involved?
6. Do you have enough information to make the decision?
7. Do you have too much information?
8. Who knows more about this subject than you....what are their recommendations?
9. Are you the right person to be making this decision?
10. Will avoiding making a decision now make the situation better, worse or have no effect?
11. Does the decision provide a short term fix or will it solve the problem permanently (long term)?

Related Links

How to systematically analyze any situation for better decision making

Why don’t they?

9 steps to better decisions