Cash is King– Power of Cash: Guiding Business for Generations– Still True in Technology-Driven Global Economy…

Cash is king– a business with cash can survive and still have a chance to grow… a business without cash has no chance, it sputters then just dies; it’s as simple as that… ‘Cash is king’ is an expression often used in analyzing the overall fiscal health of a business…

According to Alex Spanos; a business could have a large amount of accounts receivables and other non-cash assets on its balance sheet which would increase its equity, but the business could still be short on cash with which to pay its bills,such as; payroll, rent, utilities, insurance… and unless it was able to convert some of its current assets cash (or take on debt) quickly, it could fail and be technically bankrupt despite a positive net worth…

According to Jack Welch; corporation’s priorities in ranked order are; #1. Cash is king. #2. Communication. #3. Buy or bury the competition… Yes ‘profit’ is important and it is the reason business exist but it’s not more important than cash– if you have the cash you can run an unprofitable company for years… in fact, there are many companies still in business that have never earned profit; they are in business because they have cash… and businesses fail because they run out of cash…

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Cash is not a number: Cash is a precious substance not a piece of data. Cash equals survival for a business… The real power of cash is that it creates opportunities. When you have cash you can move more quickly than competition. You can exploit opportunities before anyone else and you can create new opportunities by putting cash to work…

According to Mithun Sridharan; cash is king is an adage that is often used to underline the importance of solid cash management. It also is the culprit and used to explain why so many businesses fail. In uncertain economic times, when companies are experiencing tremendous financial pressure; cash management is more important, more relevant than ever… The most important part of cash management is to create a cash-aware business culture and to put into place procedure that protects cash…

In the article Cash Is King by Barbara Friedberg writes: The phrase ‘cash is king’ refers to the ability of a business to have enough cash on hand to cover short-term operations… More businesses fail for lack of cash than for lack of profit… The phrase ‘cash is king’ is the belief that money (cash) is more valuable than any other form of investment tool… It can also refer to balance sheet or cash flow of a business; a lot of cash on hand is normally a positive sign, while strong cash flow allows a company more flexibility in business decisions, potential investments…

As long as a business does not hold too much of it (but that is a subject for another article), cash gives flexibility, competitive advantage… Modern portfolio theory recommends keeping a certain percent of business assets as liquid assets, such as; cash, cash equivalents… although cash holdings normally give a small interest return, it does provide– stability, flexibility… 

According to some experts; holding cash is very important for a stable business even though it currently has virtually no interest paid, e.g.; when asset prices fall cash can cushion losses… holding cash gives psychological peace of mind… cash gives flexibility… According to Morgan Housel; ‘cash isn’t trash’ but there are downsides for holding cash, e.g.; cash is not going to grow at today’s zero interest rates… cash won’t compound very quickly even though inflation is low… you may lose a small amount of purchasing power to inflation by holding cash…

However, like any strategy more isn’t necessarily better and business should take a moderate approach– always have a prudent level of cash on hand… don’t forget about the benefits of cash…

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In the article Cash Is King for Business by Kalen Smith writes: Many business analysts say that poor cash management is number one reason why businesses go bankrupt… While cash is essential for the survival of any business, the true power of cash is its liquidity, e.g.; stock can quadruple in value but it cannot be used to pay your rent… treasury bonds provides a much higher interest rate but the money is tied up for years… CDs pays higher interest rates but you face penalties if withdrawn too soon… The advantage of cash is that it can be spent, however and whenever you want… Hence, prioritize the importance of cash– its availability is essential for a stable and flexible business…

In the article Cash Is Still King for Running a Business by Robin for Stratton writes: ‘Cash is king’ has been a guiding principle of business for generations, but does it still ring true in today’s technology-driven global economy? According to financial experts; cash not only rules the business world, it’s an essential tool in assessing the strength of a company…

According to Leonard Eppel; closely watching cash provides an early awareness of any significant change that might impact the business… cash provides a consolidated snapshot, indicator of every significant source and use of funds… According to Gary W. Patterson; the key is– does the business have enough cash to operate? Hence, the 13- and 26-week cash projections are important indicators because they provide early warning about the cash level of the business… and whether or not the business is sustainable… or must some action be taken to improve cash…

Ironically, there are companies that fail because their business is too successful, e.g.; business may have millions of dollars in contracts but insufficient cash to execute and, if not prepared, it can seriously damage the business…

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In the article Why Cash is King by Scott L. Girard, Jr. writes: Cash is the most flexible form of asset and the easiest to work with… Cash is the life blood of business– it used to buy assets to run a business, to pay employees, to pay bills, to invest in other assets… Cash is king, because it’s– available immediately… everybody accepts it… trust is not an issue.

In financial crises or major disasters, cash is the leader in financial transactions because there is no need for any ‘trust’ behind it– most businesses want cash (paper currency), certified check, direct transfer… In fact most financial crises of the last century could be credited to people and businesses saying they could afford to pay for things they really couldn’t…

In a world dominated by– leverage, payables, receivables… still the only real guarantee to fiscal stability is cash. If you are growing a business, always ensure that you have sufficient cash resources available…

In the article Cashless Economy Is Myth by Tyler Durden writes: Forget what you think you know about– credit, debit cards, PayPal, bitcoin, Apple Pay, other modern conveniences meant to displace physical currency. The truth is that transactional currency ($1 through $20 bills) in circulation per capita today is essentially where it was, inflation adjusted, in 1994: $661 then and $649 today. In fact, small bills ($1 through $20) have grown faster in the last five years than the 20 year average… This year should be no different, with the Fed ordering $49.9 billion of ‘small bill’ currency, which is largest amount since 2010… Also since the $1 bill wears out fast (physically), the Fed’s 2015 order of 2.5 billion bills is higher than 2014 (2.3 billion) and 2013 (1.8 billion)…

So what’s going? Considering all the rhetoric about the rise of shopping on the Internet, ‘app economy’, virtual currencies, incentive program credit, debit cards, online banking… these were all supposed to make paper currency (cash) obsolete. Yet the economy is using more paper currency, even adjusted for inflation, than ever before… A few possible explanations are, e.g.; the underground cash-based economy is growing faster than reported…

Cash is still more convenient than many other payment options for small amounts… Contrary to popular belief, young people (18-24) prefer to use cash more than any other age group… Low inflation and interest rates make holding cash less costly and rise of low-income households, is increasing the uses cash for many things… The reality is that ‘cash is king’ still ring true in today’s technology-driven global economy… cash not only rules the business world but it’s an essential tool in assessing the strength of a business…

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According to Princeton Survey Research Associates International; cash will be the most popular payment method for shoppers buying holiday gifts, with 39% of Americans saying they plan to use it for most of their holiday purchases… This number was about the same as in 2014, when 38% of holiday shoppers said they planned to use cash… Behind cash, the most popular choices for payment, were debit cards, with 31%, followed by credit cards (22%) and checks (3%)…

According to Bank of American Merrill Lynch; make no mistake, no one is getting rich by putting their cash in the bank or money market funds, the investment world’s equivalent of a penny bank… returns have been anemic since the Federal Reserve has kept interest rates near zero for seven years… However, even in the current global economy; Cash is still king in business because of its: Safety, Liquidity, Flexibility…

Business of Thanksgiving; U.S. Spends Over $60 Billion on Thanksgiving Weekend… Greater Than GDP of Many Countries…

Thankfulness is a key to business health… According to Tim Askew; it’s the simple things that make for success in business. Not the brilliant, not the celebrated, not the strategically complex. One of those simple things is the act of saying ‘Thank you’… You should always take time to say it, to mean it, to write it, to email it, even to tweet it…

According to William Arthur Ward; gratitude transforms common days into thanksgivings, turn routine jobs into joy, and change ordinary opportunities into blessings… Saying thank you is an emotional act. It doesn’t just acknowledge someone’s effort, kindness, intent, or action. It recognizes the person’s self. It’s even more important than acknowledging the principal person you are doing business with because it sets a tone for discussion. And it is a winning tone. When you suffuse your preliminary actions with gratitude, it shines out of you as a penumbra of generosity…

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According to Henry Van Dyke; gratitude is the inward feeling of kindness received. Thankfulness is the natural impulse to express that feeling: Thanksgiving is the following of that impulse… In the fall of 1621, the Pilgrims, early settlers of Plymouth Colony, held a three-day feast to celebrate a bountiful harvest, an event many regard as the nation’s first Thanksgiving. Historians have also recorded ceremonies of thanks among other groups of European settlers in North America, including British colonists in Virginia in 1619.

The legacy of thanks and the feast have survived the centuries, as the event became a national holiday in 1863 when President Abraham Lincoln proclaimed the last Thursday of November as ‘national day of thanksgiving’… Here is except of Abraham Lincoln’s ‘Proclamation of Thanksgiving’, Washington, D.C., October 3, 1863: I do invite my fellow citizens in every part of the United States, and also those who are at sea and those who are sojourning in foreign lands, to set apart and observe the last Thursday of November next, as a day of Thanksgiving… to heal the wounds of the nation and to restore it as soon as may be consistent with the Divine purposes to the full enjoyment of peace, harmony, tranquility, and Union…

Since Abraham Lincoln Thanksgiving has become big business: U.S. will spend over $60 Billion on Thanksgiving weekend, which is greater than the GDP of many countries… This week, Americans will show their gratitude by shoveling in piles of food, watching hours of football, and heading to the shopping mall. The rituals have changed since the Pilgrims and native Indians first sat down together, and some of the numbers behind U.S.’s most cherished traditions are staggering, e.g.;

  • 52,000,000: Total number of turkeys consumed in U.S. on Thanksgiving Day.
  • 40,000,000: Number of U.S. families that will travel for Thanksgiving.
  • 660,00 tons: Annual tons of green beans in U.S. produced.
  • 2.5 billion pounds: Pounds of sweet potatoes produced in U.S. annually.
  • $120 million: Value of all pumpkins produced in U.S. annually.
  • 8.0 million barrels: Barrels of cranberry produced in U.S. annually.
  • $5.0 billion: Total value of turkeys produced in U.S. annually.

In the article Pilgrim Lesson: Spreading Wealth Brings Shared Poverty by Karen Gushta writes: The 104 people who arrived at Plymouth Rock on December 21, 1620, were organized under a charter which imposed a seven-year period of joint ownership. Thus, from the day they arrived in the new world, all clothing, houses, lands, crops, and cash were jointly owned. No matter how hard a man might work, he had little hope of personal gain for his effort. Unless changed, the charter was an iron-clad guarantee of seven very lean years.

It led to a social order at odds, and what 19th century historian James Eggleston called– sinking of personal interest… dissensions and insubordination… and famine… The communal arrangement also ill-fitted the Pilgrims for the demands of life on the edge of howling wilderness: The Pilgrims buried 44 people within the first three months, and a total of 50 poor wretches succumbed within the first year. The Pilgrims gathered what Governor Bradford described as a small harvest and celebrated their first Thanksgiving with the Indians in autumn of 1621, and  another small harvest followed in 1622. The meager return came, in part, because the Pilgrims were unskilled at farming and because of the sandy New England soil…

But more important, it was lack of any promise of return for their labors that caused even these God-fearing and devout settlers to fail to fully work the land. Bradford wrote; common ownership was found to breed much confusion and discontent, and retarded much work which would have been to the general benefit and comfort… After much debate, Pilgrims abandoned the charter in March of 1623 and Governor Bradford allowed each man to plant corn for his own household… every family was assigned parcel of land, according to proportion of their numbers… this then was very successful. It made all hands very industrious, so that more corn was planted and harvested than otherwise would have been the case…

Suddenly, these heretofore mediocre farmers became capitalist, and took great leaps forward. The authors ‘D. James Kennedy and Charles Hull Wolfe’ report that while the Pilgrims planted 26 acres of corn, barley, and peas in 1621, and nearly 60 acres the next year, they planted 184 acres in 1623. Bradford reported that– instead of famine God gave them plenty and the face of things was changed to the rejoicing of the hearts of many, for which they blessed God. Under new system of private enterprise, ‘any general want or famine hath not been amongst them since to this day’… With the Indian trade and ample food supply, the Pilgrims grew in prosperity and were soon able to buy out the interest of investors and get clear title to the land. However now four centuries later, its lessons still have not been mastered…

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In the article Thanksgiving: American Celebration of Creation of Wealth by Gary Hull writes: Thanksgiving celebrates man’s ability to produce. The cornucopia filled with exotic flowers and delicious fruits, the savory turkey with aromatic trimmings, the mouth-watering pies, the colorful decorations– it’s all a testament to the creation of wealth. Thanksgiving is a uniquely American holiday, because this country was the first to create and to value material abundance. It’s America that has been the beacon for anyone who wants to escape from poverty and misery. It’s America that generated the unprecedented flood of goods that washed away centuries of privation. It’s America, by establishing the precondition of production– political freedom– that was able to unleash the dynamic, productive energy of its citizens.

This should be a source of pride to every self-supporting individual. It’s what Thanksgiving is designed to commemorate. But there are those who want to make Thanksgiving a day of national guilt. We should be ashamed, they say; for consuming a disproportionate share of world’s food. Our affluence, they say; constitutes a depletion of the planet’s resources, they say; are cause, not for celebration but atonement. But, all production is an act of creation. From food and clothing to science and art, every act of production requires thought. This virtue of productiveness is what Thanksgiving is supposed to recognize…

Thanksgiving is primarily celebrated as a secular holiday. Prayers of thanks and special thanksgiving ceremonies are common among almost all religions after harvests and at other times. The holiday’s history in North America is rooted in English traditions dating from the Protestant Reformation. It also has aspects of a harvest festival, even though the harvest in New England occurs well before the late November date of the holiday. In the English tradition, days of thanksgiving and special thanksgiving religious services became important during English Reformation…

Other places around world observe similar celebrations, for example: In Korean culture, the festival of Chuseok is celebrated typically around fall, and fills a similar social role as Thanksgiving. In Japan, Labor Thanksgiving Day is a national holiday… Thanksgiving, in America, was a feast among Pilgrims and Native Americans to celebrate their– wealth and their ability to produce, however small it might be… Thanksgiving is great opportunity to think of wealth as abundance of things that you value, for example: Loving Family, Good Health, True Happiness… Be thankful. Be content. Be rich…

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In addition, we the authors of this post are thankful for your readership. We are thankful for your visits to this website… Thanksgiving means gratitude and it gives us inspiration and drive to make positive difference. Gratitude nurtures generosity; Gratitude underlines everything, in everyone, that is good and whole… According to Marcel Proust; let us be grateful to the people who make us happy; they are the charming gardeners who make our souls blossom…

Blended Business World– Blended Workplace, Blended Workstyles: The Blurring of Organization Boundaries…

The ‘blended world of business’ is transforming organizations and bridging the gaps of uncertainty in the workplace… it’s the driving force that define the workplace of the 21st Century, e.g.:

Blended workforce; organizations are examining their core competencies and embracing the concept of a ‘blended workforce’ consisting of; traditional full-time employees, blended with  contingency workers, such as; freelancers, consultants, contractors, temporary…

Blended workstyles; organizations are embracing technology and decentralizing their workplaces with– remote access, mobile devices, virtual teams… which are driving an increasingly important component of workforce expectations, job satisfaction…

Blended global world; organizations are increasingly borderless with globalization, which is blurring geographic borders making possible the integration of new partners, new supply networks, new acquisitions to reach global markets and tap the talent of a global workforce…

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According to Daniel W. Rasmus; the composition of the workforce is steadily shifting from the traditional full-time employees to the rise of the contingent workforce; outsourced workers, freelance worker, contractors, boutique service providers, vendors… The blended world is a world of choice and becoming an integral element in business strategy… Its evolved from a highly competitive global environment that requires companies to have more flexibility in their workforces, more specialized workers skills, greater access to talent diversity…

Technology is the enabler– enabling organizations to manage projects, operations across time zones, country boundaries… it has blurred the edges of nation, culture, language… enhancing both the physical and virtual workplaces… Even the edges of corporations are blurring as mergers/acquisitions redefine industries, competitors,  markets… Hence organization are blending contrasting strengths of workforce diversity, and embracing– flexibility, agility, relevancy… in the composition of their workforces…

In the article Driving Forces Behind the Blended Model by Lisa Kovac writes: The blended workforce is characterized by organizations that maintain a core of traditional full-time employees who are supported by an outer-ring of non-employee workers… The full-time employees make-up the core competency of the organization and are vital to its  stability, growth… of the business. Whereas, non-employees workers (i.e.; freelancers, consultants…) in the outer-ring are knowledge workers… their work is often the day-to-day tasks, non-core critical projects… and turnover in this outer-ring is not as disruptive as it would be within the core group.

The advantage of an outer-ring workforce is that it can be easily adjusted to meet variable business demands, e.g.; sudden, unexpected surge or reduced demands due to economic or business conditions, without the ugly layoffs or panic hiring to meet demand… The point is that companies are looking more strategically at each open position to figure out if they really need a full-time hire, or is the work better suited to the outer-ring of contractors…

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In the article Blended Workforce: New Norm by Rebecca Callahan writes: A blended workforce is one that consists of; full-time employees and contingent workers… and it’s quickly becoming the norm among  organizations, globally. Organizations are thinking more strategically about accessing the talent and skills they need, regardless of its source, to stay competitive in a highly disruptive global business environment; hence, the blended workforces model is being embraced as long-term trend… more than short-term response to an acute economic problem…

According to U.S. Bureau of Labor Statistics; spending on contingent workers has risen steadily for years and has more than doubled in the last 10 years… The key advantage of blended model is use of free agents that enables companies to have an ‘on-demand’ workforce, which is critical in a world where– competition, new technologies, shifting business strategies, require greater agility in the workforce.

Moreover, organizations are combining a foundation of core full-time employees, with a stable of contingency workers to provide a scalable and balanced mix of depth and access to changing skill-sets… Concurrently, workers tired of career disruptions and insecurity are embracing the free-agent role as a way to have greater control of their lives. Often, these are the highest-quality talent with the most desired skills– people who are confident marketing their own abilities…

Hence for organizations to stay competitive in a rapidly changing business landscape, they must embrace a strategy that– acquires, nurtures, manages a blended workforce… Taking an integrated approach to the blended workforce requires changes on several fronts, e.g.; front-line managers must understand, embrace the importance and value of having a blended workforce… and  organization that tap into th ‘blended’ concept are looking to create– a flexible, skilled, cohesive, agile workforce that will have a significant competitive advantage… whereas, organizations that continue with more traditional approach will likely fall behind and find themselves in a struggle to compete…

In the article Blended Workforce: Benefits, Drawbacks, Solutions by Raymond Tsao writes: Blended workforces are not without their challenges, particularly when it comes to managing such a diverse group of workers… However, many viable solutions exist, which is why blended workforces remain on the rise… The blended workforce model minimizes the long-term risks and costs associated with an exclusively full-time employee roster… However, when transitioning towards a blended workforce, there are two inevitable hurdles that employers can and should prepare to overcome…

First, hiring such a diverse group requires a huge cultural shift within the company, which takes time for personnel to adapt… Getting an early organizational acceptance is essential to successfully manage a blended workforce, which means communicating the strategy to all stakeholders, i.e.; why, who, when, where… and providing a clear process in place from day-one…

Also, training and educating the contingency worker(s) is vital for a successful outcome, e.g.; appoint a specific person(s) who are responsible for coordinating the activities of these workers; who must be trained, given information, knowledge, access to tool… necessary to accomplish their tasks… Managing a ‘blended’ workforce is a real challenge, e.g.; schedules, rates of pay, devising unique contracts, multiple employers…

However, there is a reason for the rising trend in blended workforces– they create operational efficiencies, mitigate risk, access to specialized skills… But in order to have a successful outcome organizations must have a well-conceived plan with a strategy that is designed for specific business outcomes… there is ‘no one size’ fits all solution…

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In the article Embracing Blended Workforce Strategy by Beth Mesechoff writes: One important change that drives effective blended workforce strategy is the growth of social media. Historically, finding free-agent talent has been a fragmented, ad hoc process… However, social media companies can take a more systematic approach, by creating an online presence designed to attract free agents… Because of the wide-reach of social media it can greatly expand and accelerate the entire sourcing process, by tapping into a large, growing infrastructure…

Many companies have capitalized on the expansion of social media to create high levels of transparency into their values, culture, practices… Moving forward, the need for a blended workforce approach will become increasingly important, as free agents become recognized as a critical resource of highly skilled talent available for on-demand assignments… But for it to work, organizations must adopt a focused and flexible strategic approach to managing the blended workforce…

Businesses in every sector are moving toward the growing trend of blended workforces, meaning they rely on a combination of workers ranging from– full-time employees, freelancers, consultants… This approach allows employers to tap into different talent ‘pools’ previously unavailable to them and it also provides executives with additional resources, which allow them to adapt to an ever-changing highly competitive business environment…

According to Suchita Dutta; companies are redefining their human resource portfolio with new and increased emphasis on flexible staffing… and employers are no longer using flexible staffing sporadically as a stop-gap measure, but rather a means for building a blended workforce, which is an integral part of a deliberate business strategy…

According to hyphen; a blended workforce strategy requires a clear understanding of all the demands of an organization beyond just– policy, process… it requires having the right controls in place… and the coordination, collaboration of all key decision-makers. It requires a complete understanding of overall business strategy, which is aligned with and supports the goals and opportunities of the business without limiting them…

Many organizations are beginning to realize that when competing for a scarce talent supply, the blended workforce within a total-talent approach is no longer ‘nice-to-have’ feature, but a growing business imperative… it’s key competitive advantage when it comes to attracting and leveraging the right talent, at the right time…

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According to Shane Little; in today’s highly competitive, global  economy where market conditions are changing rapidly, a blended workforce offers employers the flexibility required to remain competitive… Also an organization’s agility is dependent not only on its technology but also on a talent pool of skilled, creative workers– a flexible workforce that can adapt with market conditions.

Organizations that get the right balance between permanent and non-permanent workers and manage a blended workforce successfully will have a significant advantage over organizations with a more regimented approach.

Business Cost of Terror– It’s Elephant in Room for Many Global Companies: Unpredictable, Shifting, Disruptive…

Business, economics, terrorism– are inextricably linked and represents a significant threat to global financial and social stability, growth… According to Elvis Picardo; markets detest uncertainty, which is why the knee-jerk reaction of markets to a terrorist attack is initially invariably downward, but markets prove to be enormously resilient to these attacks... such that after an initial negative market reaction, then focus turns to businesses’ economic fundamentals– as conviction grows that these attacks are usually the work of radicalized elements acting in isolation…

But no matter where a major terrorist attack occurs, in the world, the feelings it elicits are universal, i.e.; revulsion, shock, dread, uncertainty… Uncertainty reigns supreme in the immediate aftermath of a terrorist attack, with regard to things, such as: Who were the perpetrators? How did they go about planning a major attack undetected? Was the terror act an isolated instance or first of a series?

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The horrific multiple attacks in Paris on November 13, 2015, by suspected Islamist radicals that claimed an estimated 132 lives– making it the worst terrorist attack in Europe in a decade– have raised some similar, uncomfortable questions, e.g.; the coordinated attacks bear some resemblance to the terror attacks inflicted on Mumbai, India, in November 2008, making some counter-terrorism experts wonder if this pattern of deadly attacks unleashed on vulnerable public places is the new template for terrorist activity in future…

According to Jan W. Rivkin; for business, terrorism is risk-management issue and to address it, business and government must act both strategic and tactical… protective tactics can be hard to justify on an ROI basis, but not investing is short-sighted. Risk management tactics include; building resilience into supply chains, infrastructures, increasing the speed and sharing of information, implementing security measures, leveraging diversity-focused and culturally focused intelligence…

In the article How can Business ‘Cope’ with Terrorism? by Bruno S. Frey writes: The term ‘coping with’, rather than ‘fighting’, terrorism has been chosen on purpose. In line with all serious scholars, I start with the position that terrorism always has existed and always will exist… It’s impossible to eradicate terrorism completely, not even if the most stringent deterrence policies are employed. Business leaders should not fall prey to the illusion that terrorism is a transitory phenomenon that will disappear in due course. Rather, they need to muster ingenuity and resources and set out to deal with terrorism as a part of the many other challenges they face… Terrorists can be considered rational actors in the sense that they want to reach their goals as efficiently as possible…

The specific goals of a terrorist group may appear outlandish and difficult to appreciate by outside observers but terrorists nevertheless, will endeavor to reach goals as efficiently as they can… Empirical research has convincingly established that terrorists indeed opt for those kinds of actions from which they expect the highest ‘benefit/cost’ ratio… If for instance, the police make some kind of terrorist act more difficult to accomplish, terrorists quickly shift to a different attack mode… Hence, it’s necessary to consider ‘benefit/cost’ relationships of various strategies from the point of view of the terrorists… Businesses are used as targets by terrorists for many different reasons:

  • Some firms are highly visible targets; an attack on them is certain to attract the attention of– media, wide sections of population, government… this gives the terrorists the publicity they seek…
  • Many firms are soft targets in the sense that it’s impossible to prevent potential terrorists from coming near or even entering the premises…
  • When firms are attacked, the economic process is disrupted. The firms directly or indirectly affected may be induced to relocate to other areas or countries. And, some multinational firms are less likely to undertake direct foreign investments in effected area…
  • Some companies may be part of the control and authority on which the power of the government rests, which is opposed by the terrorists… Attacking such firms reduces the government’s options to pursue its own goals…

The stronger the impact terrorists expect their acts to have on a business, the more likely it is that they will attack the firm. Firms represent attractive targets as they are situated almost anywhere and therefore are difficult to protect. In contrast, government organizations are often concentrated in certain parts of cities, which may be cordoned off and protected through security measures. Moreover, private firms have to provide and finance their own protection. They have to hire commercial security firms and have to install expensive equipment raising their costs of production…

Business must devise strategies, which make acts against them less attractive to terrorists because their ‘benefit/cost’ ratio is low… An important goals for terrorists are to receive as much publicity as possible and to induce business, governments… to yield to their demands…

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Costs of Terrorism on Business: According to International Monetary Fund (IMF) by Barry Johnston and Oana Nedelescu; acts of terrorism inflict direct and indirect economic costs: The direct economic costs are shorter-term and include; the destruction of life and property, responses from emergency services providers, restoration of systems and infrastructure, provision of temporary living assistance… Whereas, indirect costs of terrorism can undermine; consumer confidence, markets viability… and affect the very survive of some firms, as well as, impact the economy in general…

Terrorism can also have a long-term cost by reducing productivity because of increased security measures, higher insurance premiums, increased costs of financial and counter-terrorism regulations… To appreciate just one aspect of these incalculable costs consider; the billions of hours expended by millions of passengers in airport security lines over the years, and costs for rigorous security checks… However, the ‘equity markets’ reaction to terror attacks is somewhat passive, e.g.; although the economic cost of a major act of terrorism may be significant– after an initial drop in ‘market indices’, the resilience of business, consumers, investors… stabilizes the markets and it quickly rebounds to past levels…

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In the article Terrorism Has Limited Impact on Markets by Buttonwood writes: For some people even to discuss the impact on business or the economy let alone financial markets of a tragedy, such as; Paris attacks is poor taste… but, one of the aims of terrorists is to cause economic, financial damage… such as seen in the attacks on– Wall Street (9/11)Tunisia, Turkey, Beirut, Paris…

But despite these attacks and other dire predictions, financial markets have been remarkably sanguine in face of these tragedies… e.g.; the events of 9/11– an atrocity on a vastly greater scale than anything that preceded it– reduced GDP growth in U.S. that year by a mere 1/2 percentage point; the stock market (which was closed for a few days) recovered all its losses within a month. In July 2005, when suicide bombers attacked the London transport network, UK market recovered within days and British GDP rose 0.8% that quarter…

Hence, terrorist attacks may cause a short-term disruption to business, economy, e.g.; people may decide not to visit the ‘shopping mall’ for a few days. But this generally means they postpone their consumption rather than abandon it; economic activity is simply shifted from one period to the next… According to Citigroup’s economists; in the case of France, the risks to the 2016 France’s 1.4% real GDP forecast are likely skewed to the downside, but it will be relatively minor and short-lived…

On the negative side, household confidence will likely be affected– at least temporarily– and a number of shopping days will be lost. On the positive side from a GDP standpoint, it expects extra spending on– policing, private security and military intervention in coming months and quarters…

In some extreme cases, terrorism can be compared to a pandemic where its campaigns becomes– endemic rather than sporadic, e.g.; in Northern Ireland troubles lasted for 30 years; the result was a decline in private sector employment (requiring massive public spending per head to offset it) and a sharp fall in tourism. If ISIS lives up to its threats of repeated attacks, that might play into the impression that the EU is undermined by social and ethnic divisions; and that would discourage both foreign investment, tourism… and it would seriously impact many businesses and overall economy…

However, the modest reaction of today’s financial markets suggest that investors are reasonably confident that these bad effects will not occur– and that Paris 2015 attacks are just another in a list of brutal tragedies, such as; Madrid 2004, London 2005, Turkey 2015, Beirut 2015… Horrible, but thankfully still rare...

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However, the terrorist treat is significant; tens of thousands of terrorists populate most of the world’s countries: They appear to have the ability to operate independently of– Al Qaeda, ISIS… They have leadership in hundreds or perhaps thousands of ‘cells’ with their own objectives, resources, capabilities, and special modes of operation… They are adept at marshalling personnel and resources from a variety of countries to achieve attacks. And, most importantly, they are staying a step ahead of law enforcement and intelligence agencies…

Hence, a coordinated, purposeful, definitive approach to creating a more secure work-place environment must be achieved, if businesses are to stay a step ahead of the terrorists… Business must embrace the reality and provide funding to achieve meaningful security to protect their– physical operations, employees, customers… hence, it’s not only necessary but smart investment. Although ‘preventive’ actions may not be plausible, but  a strategy for ‘coping’ with terrorism is prudent and sensible…

Great Game of Golf is a Great Business Tool; Build Relationships, Advance Deals, Network: LinkedIn on Steroids…

Golf is the Sport of Business: It’s no accident that golf has long been associated with the business world and, indeed, there is compelling evidence that golf can enhance your business and help participates to develop professionally, personally… 

Golf is unique in that it can bring people of all ages and abilities together and provide the elements of fun, as well as, an enabler for business engagements… According to Joseph Palumbo; golf is a social game, it’s about building relationships… it’s a unique opportunity for stakeholders in business, i.e., management, employees, customers, suppliers, partners… to learn about each other in an informal setting…

However, most crucial rule of playing the corporate golf game is don’t try to close the deal (i.e., however you define deal) during the game, but use the opportunity to advance your credibility as reliable and trustworthy person, business…

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Golf is all about– tactics, techniques, focus… hence, it’s great for honing these key mental skills that help you get ahead in business… It can help you learn to stay calm under pressure, think strategically, retain integrity, build up mental stamina and self-reliance… Golf rewards players who remain composed in stressful situations, and who think strategically… these are all the same virtues necessary to be successful in business… According to Jim Rohn writes; a clear and relaxed mind is critical– on the putting green, on the fairway or, in the boardroom… To be successful in business and in golf you must have a short memory and be very resilient…

According to the ‘CIO Magazine Golf Networking Survey’; not everyone is convinced of the relationship-building, networking and career-advancement power of the game of golf. The results from an online survey of 394 business professionals were 48% identified themselves as golfers, 34% as non-golfers, 18% were people considering taking-up golf…

The survey found; overall opinions from the respondents were split on whether playing golf had actually helped them professionally: 55% said that the game of golf had helped their careers; 45% said golf had not helped them… Other respondents said; there are plenty of networking opportunities on Internet social networking sites like; LinkedIn, Facebook…

Hence, you don’t have to leave the office and still accomplish the same objective. In the survey, nearly three-quarters of all respondents thought that their decision to say ‘no thanks’ to a ‘golf outing’ had not hindered them professionally… and, the flip-side of the respondents (26%) said that their decision to not play golf had hurt them professionally…

According to other surveys of executive in top-level global companies found; executives who play golf make 17% more money than those who don’t! Estimated 90% of Fortune 500 CEO’s play golf! 50% of golfers agreed to the statement; the way a person plays golf is very similar to how that person conducts their business affairs! 54% of business professionals see golf as: The Sport of Business (6x more than 2nd choice ‘motor sport’ and only 8% selected football! 20% of FTSE-100 Chairmen belong to same Golf Club! 38% of executives use golf as an ‘international language’ to break language and cultural barriers! 27% of executives see golf as ideal way to get ahead with careers! 41% describe golf as a ‘perfect way’ to get to know associates!

Of 60% of women who said they play golf with business clients, more than a third said that playing golf resulted in additional business for them!

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In the article How To Use Golf To Advance Business Relationships by Mia N. Hall writes: One of the great opportunities that golf outings present is chance to develop relationships with customers, partners, employees… while enjoying a bucolic setting or just a great round of golf on the links. However, while golf has been long established as great venue for building relationships… thoughtlessly talking about business during a round of golf can do as much harm as good to your efforts… According to Ty DeLavallade; business people must remember that the number one priority is to have fun and enjoy the game, and secondarily to use golf to advance business relationships… Some simple tips:

  • Have Fun, Enjoy the Game– Don’t Try to Sell: Golf is a fun game and the main objective of a golf outing should be to enjoy the game… trying to sell someone on anything while playing golf is counter-productive, especially since you are with them for 4 ½ to 5 hours at a time… share your passion about issues, solutions… but, there is a big difference between pitching and sharing…
  • Have Good Golf Demeanor: Do not be an angry golfer, be calm and reserved in the way you play golf… Golfers have been know to get very angry and throw their golf clubs (among other bad behaviors) after hitting a bad shot… clearly this type of behavior will not impress anyone, especially, if you are playing with a person that you are trying to impress…

In the article Why Golfers Get Ahead by R.G. writes: As a form of corporate entertainment, golf’s first virtue is that people of any age can play it… The game’s second strength is that thanks to the handicap system people of widely differing abilities can compete against each other… This makes the game more fun, although some weaselly types abuse the game by deliberately losing to players that they are trying to engage…

Golf’s third asset is that players only spend a small portion of a four-hour game actually hitting the ball, so there is plenty of time to talk shop, which is not true for most other sports… Last and most importantly, golf is a fine test of character and can provide a lens into the type of person(s) that you might be doing business with or even working with… golf rewards players who remain calm under pressure, who have good temperament, who think strategically… which are the same virtues needed in business to be successful…

In the article Business Lessons Learned on Golf Course by Lou DuBois writes: We live in a hyper-connected society and being disconnected for four hours playing golf, when you are in business can be daunting and it may seem like a major loss of time… Although social media, such as; Twitter, Facebook… e-mail, even text messaging have made it easier to communicate with more people in the course of a single day, for some people this means devoting less time interacting on a personal level to actually build relationships.

That’s why golf, a four-hours adventure through– greens, fairways, bunkers, hazards… remains one of the great ways to build and maintain solid business relationships… According to Brad Brewer; golf is a bit of a looking glass into how people think… you observe over a period of time the habits of the individual(s)…

For example; you see their integrity, their mannerisms, how they approach different situations, how they deal with success and failure. But in the end, the beauty of being able to create a relationship with people and bond with them for four or five hours is very valuable– there are not very many venues where this type of personal interaction for this during of time is possible…

Contrary to popular belief, though, deals are rarely closed on the golf course, hence if a person(s) approaches golf with this sole intention, they are likely to be very disappointed and a ruined relationship. Good things can happen for business when using golf as an interaction tool for advancing personal relationships… but all participates must understand the unspoken rules of business golf and the psychology of people while playing the game…

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For many people golf isn’t merely a leisure game; it’s the martini lunch of the modern workforce, the buoyant venue where business gets done… According to David Rynecki; no matter how sophisticated the business world becomes golf is a communication hub… Golf teaches you about a person’s reactions in adversity– how they deal competitively with situations… hence, don’t worry about people’s skills as a player, but rather how they conduct themselves… It really is all about having fun and making sure that everyone you are playing with is having a good time, and set the stage for business later…

According to Arnold Palmer; it’s hard to find a better place than playing golf to– build, deepen, strengthen relationships… Knowing who you are doing business with is critical for business, whether you are– CEO, buying, selling, entry-level professional… How people behave on the golf course is a good indication of how they behave off the course… Getting to know someone on the golf course will give you an opportunity to know them on a deeper level…

A golf outing provides observable knowledge about your golf partners, which is unavailable from most other venues, e.g.; knowledge about areas of common interests… knowledge about integrity, character, behavior… knowledge gained from a bonding experience…

Business Rules– Strategic Principles, Policies, Rules for Competing in Digital Age: Relevancy, Agility of Governance Rulebook…

Business governance is a system of principles, policies, rules… by which a company is organized and managed. And in this highly competitive and disruptive digital age; it’s essential that companies have the agility to change and redeploy new or modified business rules, rapidly…

In other words, the rapid deployment of business rules that are relevant and consistent with the ever-changing dynamics of global markets… Essentially, business governance involves balancing the interests of the many stakeholders in a company, e.g.; shareholders, employees, customers, suppliers, financiers, government, community…

According to Henrik Liliendahl Sørensen; it’s useful to divide business rules into two different types; ‘external’ business rules, which are rules based on laws, regulations within industries and other rules imposed from outside an organization… and, ‘internal’ business rules, which are rules made up in an organization in order to be more competitive in an industry…

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A business ‘rulebook’ is collection of business policies, rules, advice… and like the rulebook of any game, a rulebook for a business enumerates all the ‘do’ and ‘don’t’ rules, along with the terms and definitions (vocabulary) needed to understand the rules… But, before jumping in too deeply, let’s define the meaning of business rule… According to several sources; ‘business rule’ is defined as: criterion(s) used to guide day-to-day business activity, shape operational business judgments, make operational business decisions… they assert business structure to control and influence the behavior of the business… they apply to people, processes, corporate behavior, systems… and are put in place to help the organization achieve its goals… The term ‘rules’ is shorthand for the range of different ways for coordinating– expectations, actions…

At the core of a business rules is the rule itself, and the concepts around rules, e.g.; decisions, rule patterns, rule families, rule clauses… and a decision is simply a logical grouping of rules… whereas, a business ‘policy’ tends to be less structured, less discrete, less atomic, less compliant with standard business vocabulary, less formally articulated…

Business managers create business policies to– control, guide, shape day-to-day business activity… business policies are the foundation for operational business governance… Hence, governing a business involves coordinating ‘how’– business ‘policies’ and ‘rules’ are created and deployed within day-to-day business operations… Unlike the rules for a ‘casual game’ business rules often change and quite rapidly…

In the article Business Rules and Rulebook Management by Ronald G. Ross writes: Business rules are not about mimicking intelligent behavior; they are about running a business… several important points about business rules: A business rule always tends to remove some degree of freedom, and if it doesn’t; it’s not a business rule but rather an adviceA business rule gives well-formed, practicable guidance in sufficient detail, such that when it’s applied in relevant circumstances, people know the behavior that is expected or the action(s) that must be taken… An ‘internal’ business rule is always under the jurisdiction of an organization… whereas, an ‘external’ rule is a government regulation or law, or condition imposed by outside organization that influences how an organization manages its day-to-day business activity…

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In the article Digital Age Has Changed Everything by Jure Klepic writes: To understand the workings of modern business one must also understand how people communicate, shape ideas… Today’s digital devices demand a person’s constant attention, completely changing the ways people interact, work, entertain, gain knowledge, conduct business, create, communicate… Now, people can talk to anyone at any time, and ideas can flow quickly and often quite explosive… Managers are finding that they need to communicate with younger employees in a whole new manner. Businesses that do not understand the explosive nature of the digital age can often find themselves struggling to catch up with a negative storyline…

Culturally, digital has changed the way people identify with one another and form communities. While 20th century consumers bonded in tight-knit neighborhoods, today’s target demographics gather together in far-flung global communities; they gather in chat rooms, social media communities, online forums to share personal stories, provide advice… Society has become much more visual; images and videos have become an integral part of culture and understanding– the world is overrun with images, meaning that business must work even harder to stand-out in a world of visual overload. Imagery and videos used by business must be– clear, precise, meaningful, and they must add to the storylines that consumers are creating for themselves…

Digital has changed the way people communicate… Cyberspace has changed dynamics of communication; people are more open and do not use as many filters as they would in face-to-face communications… People are sharing very personal information about themselves… but also, there is an overload of rude language, harsh criticisms, anger, hatred, even threats… How can businesses stand out in what is now considered to be an equal playing field where everyone and anyone can create a website, blog… and say what they want? Digital has changed the sense of self-Identity… People can take on virtually any personality or body form: Avatar representations of who they ‘are’, and it can be changed at anytime… This blurring of individual, cultural, and societal lines makes the managing of rapidly changing rules of business, even more challenging in the 21st century…

In the article Be Serious Player in Global Business by Thomas Travis writes: Global boundaries are becoming blurred as world governments and multinational companies seek to further their economic reach. And as business becomes increasingly global, companies must– organize, plan, operate, execute in new ways… Sometimes, the complexities of doing business on a global scale can feel overwhelming… But there are certain basics (rules) that define successful global enterprise that hold true for senior executives, as well as entrepreneurs, e.g.; fluency in language of trade won’t guarantee success but it will certainly maximize your chances when competing globally…

And, there are vital principles that apply when doing business globally regardless of– country, commodity, culture… Here are a few rules that might be helpful: You must understand trade agreements and preference programs and how they can impact your business… Protect your brand at all costs and its intellectual property… Maintain high ethical standards… Stay secure in an insecure world. Transparency in the supply chain is a clear priority… Expect the unexpected. You must be prepared to deal with situations that are not covered in traditional business plans… All global business is personal and forming personal, face-to-face relationships is key in global trade success…

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In the article Globalization Involves a Battle of Principles by John Braithwaite, Peter Drahos write: Conflict over different approaches to globalization often takes the form of a battle over ‘principles’… Principles are defined as agreed upon standards of conduct that grow out of the values and practices of a community of players…

Principles are more general or abstract than rules; in a sense, principles stand ‘behind’ rules and can give rise to new rules. Additionally, while some principles have a legal character, many do not… Principles, rather than specific rules provide different sides of a debate with a common basis for understanding. Individuals may not understand the technical details of specific rules, however they may very well understand general values and principles of the different players…

Hence, principles provide the basis for common understandings, but players usually oppose principles with other principles… and in negotiations, players come to the bargaining table armed with principles… Countries can use principles to establish general relationships without committing themselves to specific rules that they might come to regret later… Company principles must be appropriate to conditions in the different countries in which they operate, hence a ‘one-size-fits-all’ approach will not work. However in the final analysis its corporate behavior that counts, not the existence of a formal set of business principles…

Business rules are a formal expression of knowledge or preference, a guidance system for steering behavior (or transaction) in a desired direction. According to Barbara von Halle; on the grand scale, business rules are the guidance system that influences the collective behavior of an organization’s people, systems… The pressures facing many businesses today can seem insurmountable, and most of these pressures require changes in the way the business operates– principles, policies, rules. Most business executives are not overly interested in; data models, process models, object models… but they are very interested in business principles,  policies, rules…

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Indeed, it’s through policies and rules that business leaders steer the business… According to Ronald G. Ross, Gladys S.W. Lam; the ability to change and redeploy business rules is essential for business relevancy and agility. No business rule is ever set in stone, e.g.; across industries, it was found that typically 30-45% of all business rules change often, and quite rapidly… However, business rules must make sense for all stakeholders, and while business rules may be informal or even unwritten, documenting the rules clearly and making sure that they don’t conflict is a valuable activity…

When carefully managed, rules can be used to help the organization to better achieve goals, remove obstacles to market growth, reduce costly mistakes, improve communication, comply with legal requirements, and increase customer loyalty…

Attitude, Attitude, Attitude + Smidget of Aptitude + Bit of Luck = Secret of Success…

What is the secret of success? Some say it’s timing– being right place, right thing, right skill-set… Others say its– perseverance, hard-work, sticking to something long enough and eventually it breaks through… Still others say it’s luck…

And more often that not, many argue that ‘talent’ is the most defining aspect of being successful… But, according to Lisa; it’s really no secret, it’s simply: Attitude! According to Lou Holtz; ability is what a person is capable of doing; motivation determines what they do; attitude determines how well they do it… According to William James; it’s attitude at beginning of any difficult task which, more than anything else, will affect a successful outcome…

According to Denis Waitley; if a person believe they can, then they probably can; if they believe they can’t, then they most assuredly can’t– belief is the ‘ignition switch’ that gets a person off the launching pad

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According to dictionary; ‘attitude’ is a manner of thinking, feeling, behaving that reflects a state of mind or disposition, e.g.; he has a positive attitude about work, or he kept a dignified attitude throughout the crisis… or, the way you think and feel about someone, something that affects a person’s behavior. Simply put; it’s the posture with which people  choose to look at life…

According to Charles Swindoll; life is 10% of what happens to you and 90% of how you react to it… In other words, looking through the lens of attitude is how people see the world, e.g.; attitude toward work (chore or joy), attitude towards problems (challenge or dead-end), attitude towards relationships (joy or pain), attitude towards leadership (pompous arrogance or humility)… According to Herm Albright; a positive attitude may not solve all your problems, but it will annoy enough people to make it worth the effort…

In the article Success Is All About Attitude… by Glenda Stone writes: Top five attributes that bosses prize most highly from employees are: 1.) Attitude. 2.) Attitude. 3.) Attitude. 4.) Attitude. 5.) Skills… Having the right attitude is vital and without it, skills are irrelevant… Skills are relatively easy to fill, e.g.; training, coaching… whereas, attitude is far more difficult to deal with– it’s a mind-set…

The power to cultivate a positive attitude rests within the person. No matter what might come your way, you have the opportunity to frame your reaction… Hence, no matter the challenge or crisis, big or small, stop before you react and take charge of your attitude– it can be as simple as flipping a switch; call it optimism, call it enthusiasm, call it ‘glass half-full’… whatever you call it, having a positive attitude is extremely infectious…

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In the article Attitude Determines Your Altitude by Dr. Alan Zimmerman writes: An old cliché says; your attitude determines your altitude: Well it’s not a cliché… Research unequivocally confirms that your ‘attitude’ is one of the most important, if not ‘the’ most important factor in success… Having a positive attitude is not some kind of hype from a rah-rah motivational speaker; it’s the only sane approach, if you wish to be successful… How you ‘think’ is everything, i.e.; the belief that you can accomplish your goals must be unwavering and the moment you say; I can’t, then you won’t…

According to an old Chinese proverb; journey of a thousand miles begins with the first step, but sometimes that pesky first step can be a killer, so you procrastinate… It’s an attitude, if you know that something must be done– just do it; whether or not you ‘feel’ like it, or not… According to William James; procrastination is attitude’s natural assassin, when you procrastinate, you reinforce a negative attitude toward yourself and everything else… Whereas if you just do it, you are building a powerful positive attitude both; for your organization and more important for yourself…

In the article Attitude is Everything by Keith Harrell writes: One of the most important steps you can take toward achieving your greatest potential is to learn to manage your attitude and its impact on your work performance and everyone around you… You have a choice; you choose an inner dialogue of self-encouragement and self-motivation, or you choose one of self-defeat, self-pity… The key is to realize that it’s not what happens to you that matters; it’s how you choose to respond… Most people have behavior patterns that were programmed into them at a very tender age…

That loud and influential voice you hear is your own inner voice, your self-critic… It can work for or against you, depending on the messages you allow. It can be optimistic or pessimistic. It can wear you down or cheer you up… Habitual bad attitudes, such as; low self-esteem, stress, fear, resentment, anger, inability to handle change… are often the product of past experiences, events… and, it takes serious work to examine the roots of a harmful attitude but ridding yourselves of this heavy baggage is life changing…

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In the article Do You Have the Attitude to be Successful? by Bernard Marr writes: When it comes to success, it’s much more about ‘attitude’ than any external factors. Many highly successful people are able to overcome incredible odds and become successful– and it’s almost always due to their attitude… a person has the power to change attitude– or at the very least take steps to change how they approach situations, and as a result the power to improve the chances for achieving success… A brief list of attitudes that are indicative of successful people include:

    • Have passion for work: People who are successful in their field tend to have an insatiable passion for it, because it’s nearly impossibly to be truly successful when you don’t have a passion for the process… According to Vera Wang; when you have a passion for something then you tend not only to be better at it, but you work harder at it too…
    • Exude self-confidence: Successful people often believe in themselves even when no one else does. It isn’t about self-delusion, it’s a deep, unshakable belief that they will succeed… According to Heather Bresch; as a leader, the attributes, such as; confidence, perseverance, work ethic, good sense… are all things I look for in people
    • Look on the positive side: Successful people tend to be positive people. They believe in their ability to succeed and see the positive even in the challenging situations… According to Oprah Winfrey; more you praise and celebrate your life, the more there is in life to celebrate
    • Encourage a passion for learning and improvement: Successful people never rest on the belief that they know everything. They put a premium on investing in themselves through education, training… According to Mahatma Gandhi; live as if you were to die tomorrow; learn as if you were to live forever
    • Persevere: Successful people tend to have a stubborn streak– in the best way possible. When they believe in a thing and have a passion for it, they will pursue it to the dogged end… According to Walt Disney; difference between winning and losing is most often not quitting
    • Build tolerance for change and risk: Every successful person– especially in business– must cultivate a high tolerance for risk and embrace change. Today’s world is changing at an almost alarming rate, but the people who will succeed and profit from that change will take the risk to engage it… According to Mark Zuckerberg; biggest risk is not taking any risk… In world that’s changing really quickly, the only strategy that is guaranteed to fail is not taking risks
    • Maintain a dissatisfaction with the status quo: Successful people are not easily satisfied. They are always striving for the next milestone, the next big thing. Even when they reach what might be someone else’s definition of success, they choose to keep going, to reach beyond that finish line to create an entirely new one… According to John D. Rockefeller; don’t be afraid to give-up the good, to go for the great

Attitudes can be likened to a ‘simple engine’ that can either; slow you down, or speed you forward… According to Dominique Brown; attitude determines– what and how much you can accomplish… and especially when the attitude is one of humility, which radiates a quiet confidence– it’s a self-confidence without arrogance…  Humility is modesty and restraint without the destructive effects of out-sized hubris– it’s courage… It’s the willingness to admit mistakes and seek out guidance. Humility is self-respect without excessive self-promotion. Humility is triumph of competence over bravado– it’s self-awareness…

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It’s an ability to say; I don’t know… It’s simply a willingness to put others first… According to C.S. Lewis; humility is not thinking less of yourself but rather thinking about yourself less… A humble leader is confident, not arrogant. A humble leader projects patience, not pomposity. A humble leader looks to– ‘shine spotlights’ on other people’s contributions without the obsessive need to draw attention to their own accomplishments…

A humble leader will treat others with respect, decency… A humble leader will lead by deeds and not by words alone… Attitude is the engine that works to build a foundation of success: However you define success…