T'is The Season for Good Cheer

Hark merry merriers, and bring forth an ear.  

I've got a tale to tell, so you best huddle near.  

But before I embark, make remedy now: dash to the kitchen, and rustle up some chow.  Warm up your cup, and kindle the fire; I'm ready to roll, so appease my desire!

T'was upon a cold, morning clear; my eyes were not a' twinkle, no coffee near.  At the job I was already, no frolicking in sight - my spirits were low, and my attitude not bright.  All work and no play, make Scott a dull boy; it's true what they say, I wasn't a joy.

Oh woe ... oh me ... was dreary as can be!

Why here ... why now ... can't fun be with me!?  

Then out of the blue came a stranger so bright!  Could it be a vision? A ghost? Or some trick of the light?  "Hold still," cried I, "Stay just where you are! You scare me yo, so you best keep afar!"  

"Chill dude," the aberration said with a laugh, "I'm here to bring cheer and help you relax."  "Relax!?" I replied, "There can be no such thing. I have work and commitments that make my head ring!  I have deadlines, reports and emails a' plenty ... not to mention that Christmas day is all but upon me!"   

"Now now my good man," said the vision with ease, "Listen to my words for a dose of some peace.  For what I say you may not get, but when I leave you shan't ever forget.  Stand-up straight, don't slouch down - for you're to hear the soundest advise around."

At that the mirage smiled and gave forth a wink, and continued to speak of things I could not think.  It said in voice clear and clean, the following words I found so serene.  "A donut with no hole is a danish; a flute with no holes is a stick; yin with no yang is unzenlike; cathedrals aren't built from just bricks!"  

At that my eyes opened and my heart gave away ... my gloomy spirits were lifted, and my funky funk slipped away.  Oh joy is me, I truly do understand: it's so simple, so pure, yet full of command!   

So my good reader, put down this tall tale, and run with me fast to the bar for some ale.  Now raise a good toast to the heavens above, it's time to make merry and bring forth the love!

Hug your family, friends and neighbors too (but not those Cardinals or Patriots fans, as they are taboo).   It's time to put work aside for a few ... to shout and be happy and sing something snappy.

Life is good, we are fine.  All is great, at this time. 

Have a safe and happy holiday season.

Safe and Happy are Good.

Ain't Cool To Be No Jive Turkey

At this time of year, I love to (over) use one of my favorite lines from one of my favorite movies, Trading Places.  If you've seen the movie, you gotta know the line I'm talking about (though there's plenty of great quotes to choose from, am I right!?)

Okay - times up:  It's the one when Eddie Murphy's in jail, talking a bunch of loud-mouthed-smack, and the big dude comes up and says, "It ain't cool to be no jive turkey so close to Thanksgiving."  (Yo, I put the link there for a reason, so give it a watch: it's great fun, and I'll be here when you get back.)

With your laughing smile squarely in place, I'm sure you can see why I dig that line, on a couple of levels.  For one, I say it to my kids now about a dozen times a day (yeah, I've got lots of growing up to do.)  But other than using it to frustrate my brew and confirm their belief that dad isn't as hip as he thinks he is (heeeey), I also use it in business to classify a certain type of bad behavior.

Yes, guilty as charged: I'm not above name calling - although to my defense, I think that anyone I've ever called a jive turkey, has probably been called way worse, by way more people.

No. Doubt. About. It.     

So what makes for a "jive turkey" you ask?  As opposed to your run of the mill moron, jerk, doofus or scallywag?  Well, JTs have some common shortcomings, and those are:

1) Big talker, small doer.  Sure, you know the type: they gobble gobble gobble, but when it comes to getting things done, they don't/won't/can't.  Which is why they also tend to delegate, though still take credit when credit is do; or pass blame, when blame is do.  Go figure. 

2) Smart, but arrogant.  These fowl birds have an out of whack ego to IQ ratio (and guess which one is out of proportion to the other).  For the record - arrogance by definition is when someone makes other people feel inferior and/or belittled.  Put another way, if your mouth makes others feel intentionally bad - not cool.

3) Nice, but jealous.  This one's kinda like too much nutmeg in the eggnog.  It looks all nice and tasty, but it's not.  More so, these ones can really hurt, as you think they are on your side, then the next thing you know, they're not.  No one likes a backstabber; heck, even back stabbers don't like backstabbers.  Nope. 

4) The Eddie Haskell.  Named for the weaselly, two-faced fictional character from the classic family sitcom, Leave It to Beaver - Eddie Haskell's use fake and overdone manners/courtesy to hide their true shallow and sneaky side.  In public, Eddie's are on their best behavior (assuming you buy it); but in private, they're scheming connivers - who just can't be trusted.    

No doubt, there's a gravy boat of other not so flattering attributes that make for a jive turkey.  But you get the picture.  Moreover, I hope you never have to deal with - let alone work with - a jive turkey.  If you do, well, remember the line and say it right to their face:  "IT AIN'T COOL TO BE NO JIVE TURKEY!"  

And if that jive turkey has you worried that its best to keep it to yourself (getting fired or having your face punched in, kinda sucks) - then anonymously send that video from Trading Places, along with a note letting them know its from a secret non-admirer. 

Jive Turkeys Are Bad.

(But real turkey's are good and tasty.  So have a safe, happy, family-filled Thanksgiving.)      

Smart + Healthy = Enduring Success (a guest blog written by my smart big brother, Mark Abbott)

Whether you are a large company or a small one, the probability that you will have enduring success increases dramatically if your organization is both “Smart” and “Healthy.”

 

“Smart” means being really good at the hard skills: strategy, sales, marketing, product development, customer service, finance, etc.  “Healthy” means excelling at the soft skills: communicating well, collaborating well, cooperating well; minimizing politics and confusion; and fostering an open and honest environment where 

people genuinely enjoy working together.

Want some proof that healthy pays?  

If you invested $10,000 in the S&P 500 at the beginning of 1997, your investment would have grown to about $17,400 by year-end 2011.  If you invested the same $10,000 in Fortune's 100 Best Companies to Work For, you would have had $39,500.

 

Why? 

Healthy organizations excel at tapping into the collective knowledge, experience, and intellectual capital of not only their employees, but those of their customers and vendors as well.  Consequently, relative to their peer group, they have lower employee turnover (typically less than half as much), higher productivity (less shrinkage, better safety ratings), less customer turnover (higher customer services ratings) and better reputations (making it easier to acquire new customers).

So how does a company become “Healthy?” By getting everyone on the "Same Page."  By that, we mean Healthy organizations have an overall integrity with regard to what the business is, where it is going, how it is going get there, and who is responsible for what. It's actually really simple but most organizations don't take the time to make sure everyone is on the Same Page at the senior leadership level with regard to these fundamentals—let alone throughout the entire organization.

Why is that? 

Our experience in teaching the Entrepreneurial Operating System® to over 550 companies suggests that 95% of leadership teams are not even halfway to being on the Same Page.  There are a range of reasons for this. It may be too complicated—leadership feels there are too many things to worry about and doesn’t even know where to start. It could be that leaders simply have not done the hard work to get everyone on the Same Page. They might be reluctant or afraid to address issues, or they may not have the time or appreciate the value. Another possibility is that they may be waiting to add or change out one of their senior leadership members. 

Whatever the reason, many leadership teams struggle to get everyone on the Same Page and achieve Health in their company.

So how do we get everyone on the Same Page?

Getting everyone on the Same Page starts with the leadership team agreeing to look at, and run, the business as a unified team. They need to work from the same playbook, or what we refer to as an operating system. Truth is, one of the many reasons most organizations are not on the Same Page and are not particularly healthy is there are more playbooks or operating systems out there than there are companies. (If you give this observation even a moment of reflection, suspect numerous memories, thoughts and emotions will flow.) 

The other truth is, at their core, good playbooks or operating systems need to be just two things: simple—for a host of obvious reasons (easier to master, easier to teach), and inclusive. They need to codify the core principles and activities that define the who, what, when and how so that everyone within the organization is truly on the Same Page, operating from the same playbook. 

Our experience, working with hundreds of companies, has led us to teach leadership teams how to master an operating system comprised of just six “Key Components:”

1. Vision: Who are we (core values), what is our purpose (core focus), where are we going and why (inspiring goal)? How are we going to get there (marketing strategy), and what do we need to do to get there (near-term to do's and goals)?

2. People: How do we best organize ourselves to meet our near, medium, and long-term goals (with a focus on what we absolutely have to accomplish over the next nine to twelve months)? That is, what seats do we need to have, what are the roles and responsibilities associated with each of them, and do we have the right people to fill those seats? If not, what do we need to do?

3. Data: Do we have a short list of key measurables that give us a weekly pulse for our business? Do we know who is responsible for what and if not, what do we need to do?

4. Issues: Do we have an open and honest environment where issues are raised and efficiently dealt with? If not, what do we need to do?

5. Processes: Do we have a simple, consistent, documented, and measurable way of executing each of our core processes (e.g., Sales, Marketing, HR, etc.) so that our way of doing business is scalable and understood by all, and if not, what do we need to do?

6. Traction: Do we have a clear sense for who is responsible for what by when? Do we have a consistent and efficient process for not only ensuring accountability and discipline but effectively coming together to identify, prioritize, discuss and address our challenges and opportunities? 

If not, what do we need to do?

I know, this is all easier said than done.  That said, Healthy leadership teams—those genuinely building enduring organizations—are masters at managing the above Six Key Components of running their 

business and then getting the rest of the organization on the Same Page.

About Mark

Mark Abbott has significant senior executive, investor and advisory/board experience with start-ups, early stage and small to mid-sized companies.  Mark’s background includes helping build and later running Heller Financial’s industry leading merchant banking platform which he grew from less than $2 billion and about 120 employees to almost $5 billion with more than 200 employees.  Mark was also a senior partner of a successful middle-market oriented private equity firm and the founding CEO of a quarter billion dollar commercial finance company.  Mark’s investor experiences include $12+ billion in leveraged loans to 450+ companies, direct private equity investments in 100+ companies (2.5+ times return on monies invested), and investing in 40+ different private equity funds. Mark’s board experiences include serving as Chairman of the Board of four companies, board level positions on an additional eight, and a number of advisory board positions.

SHAPE Determines Fit

In business, we like it when things fit, especially when it comes to people and their jobs.  When there's a good fit, things just go better, for everyone, on many levels.

But how do you know if someone is going to be a good fit?  What do you use to discover, gauge, measure and determine the fit quotient - other than just resumes, interviews, references and so-called personality tests?  What indeed!?

In the book The Way of the Shepherd, authors Leman and Pentak, suggest that one of the best ways to identify fit (for the individual and the company) is to evaluate the person's SHAPE.

By using the SHAPE formula, everyone should have better confidence that you won't be putting the proverbial square peg, into the proverbial round hole. (Do you actually think anyone has ever tried to put a literal square peg into a literal round hole!?  If they did, I can tell you who wouldn't be a fit, if you catch my drift.)

So, without further ado, and no drum roll needed - SHAPE spells:

S = Strengths
H = Heart
A = Attitude
P= Personality
E = Experiences

You get it, don't you.  It's simple, clean, and easy-to-understand.

It's a great fit, for securing fit.

So next time your looking to ensure a good fit - give SHAPE a try.

SHAPE is Good (And a Good Fit is Even Better).
 

Thank You = Thank You

Is it just me, or does it seem a little upside down, topsy turvy, moogy foogy backwards, that more often than not, when we pay for something in a shop, store, or restaurant - that it's us, the customer, who says, thank you. (Whoa: can I use any more commas in that sentence?  And could that question sound anymore like Chandler from the sitcom Friends?)

Seriously, think about it: here we are, the customer, dishing over our good money, for someone else's stuff - and it's us, the client; cash supplier; giver of coin - who says thank you.

Frankly, it just seems a little out of whack.

Moreover, doesn't it seem a little inappropriate, almost like adding insult to injury, that the receiver of our hard earned moola says "your welcome."  Like they did us some big favor by taking our money.  I get the theory, but it's the timing and execution, more often than not, that I have a problem with.  Moreover - many your welcomes come off insincere and condescending.  It happens.

And too often, for my money.  

If you think about it, shouldn't it go the other way?  Shouldn't the person who receives the money - even if it's for awesome goods/service - be the one who says thank you, and us, the recipient of their goods/service, be the ones to say your welcome.

After all, we paid them; who should be thanking who?

Now granted, it certainly is a nice touch for the customer to say thank you, especially if the goods/service was exceptional.  Be that as it may - the supplier of the goods/service should, at the very least, say thank you in return; better yet, get their first.

Can I get a woot woot?!

At a minimum - let's meet each other half way.

In other words, if the customer says thank you, then the supplier says thank you back. On the spot. No exception.  And because we are nice people with good manners, if the supplier says thank you first (as they should), and they did a good job, then a nice customer should say thank you back.

Sounds like a fair and reasonable trade, yes?

Thank you = Thank you is Good (and Nice ;).

The ROI of Fathers As Dads

The Indianapolis Star reported that 4 out of 5 Public School students don't live with their fathers.

How. Very. Sad. Indeed.

Sure, some of those fathers might not live with their kids because of divorce; but they could still be good dads, and do what they can given the housing arrangements. On the other hand, a much bigger percentage of those fathers are literally non-existent (and intentionally so) in their kid's lives.

Which makes them just fathers, not dads.

And that "father but no dad" issue is a gargantuan (national) problem, with alarming consequences.

While the downsides of the heartbreaking FBND syndrome are too voluminous to count - especially as it impacts the kids - one has to ask what type of jobs, let alone careers, do the fathers have, who choose to be absentee dads? And does their work (or lack thereof) impact their lives in such a way that if they had the right job (let alone career) - they'd be better dads?

The answer, of course, is yes.

And therein lies both the problem, and part of the solution.

In other words, if the guys' who father children were given proper training (from both a vocational and character standpoint) - as it pertains to both their job/career AND daddying - then chances are, they will do better at both.  It's simple math.  

Now, as easy as that is to comprehend and moreover appreciate - it apparently is not that easy to get done, hence the abysmal stats. That's why our high schools and universities and the parents who run them, need to do a consistently better job of ensuring that young men get both work, and life related education.  Simultaneously.  At the same time, young men themselves need to step it up, and take greater accountability, as well. It's a two-way street, for sure.  

No doubt, that's a goal easier said than done.  After all, the list of issues, let alone potential remedies, is long and full of debate. Be that as it may, one fundamental and undebatable truth is this: it's critically important to interweave job/trade/career skills training and education, with life/parenting skills training and education.

In fact, let's make that learning duality a national mandate.

A must.

A matter-of-fact expectation.

No ifs, ors, buts about it.

Period.

Exclamation point.

If we can ensure (literally) that our young men can be good dads, let alone good parents - then it stands to reason that these same young men will do better at work, and enjoy better careers.  Taken together, these young men will then live better lives - which will better their families, communities and society at large.

Which in turn, will deliver a boatload of quantitative and qualitative ROIs.  And who doesn't like ROI?!  

Fathers as Dads are Good.

(Happy Fathers Day, Dads.)

Congrats Grad (now get to work)

Since there's just not enough articles with well-meaning advice for graduates floating around the universe at this time of year (not) - figure I might as well join the fray/flock/following, and add my two cents.

Heck, let's make it a nickels worth, as words are cheap and after all, since I didn't get to bore you with an actual commencement speech, Ill make it up by droning on here; seems fair.

Alright already.

If you’re graduating/graduated - then congratulations. On behalf of all parents, colleagues and employers - thanks for being a doer. Even better, thanks for being someone who gets things done.

Seriously, big kudos to you and your willpower and initiative to finish what you started, so that you can take the next step to enjoying success in business, work and life.

But wait: if it is not your destination, aspiration or motivation to now move forth and succeed personally and professionally, then feel free to drop out of this next phase and sit this one out (yeah, good luck with that). On the other hand, if you’re cool with doing the right thing, re: succeeding with your career and life - then cue the soundtrack, and let’s get this party started.

No doubt, you’ve inevitably heard the level-up expression as used in video gaming, right? (Personally, I’m kinda partial to old-school gems like Space Invaders, Galaga and Frogger.) Now, if you really think about it from a deeper, "whoa dude" perspective, the term level-up actually recognizes aspiration, inspiration and achievement; celebrating past accomplishments, current capabilities and future possibilities. (And you thought it was just about gaming.)

In other words, level-up can be more than just a term.

Much more.

Level-up can actually be a mantra/mission/philosophy (you get the picture) – to help you, take you, to the next levels of success: now and forever. And since you’re the kind of person who believes in having a level-up “manifesto” and therefore evidently, likes to continuously improve yourself (you do, don’t you?), I’m going to assume that you already have some of the attributes that are essential - post graduation - to succeed in business, work and life.

Attributes like compassion, accountability, determination, resiliency, a sense of humor and the multi-tasking wherewithal to juggle work, play, and relationships. Great stuff. Even better, and thanks to your experience and success in school, you are now more equipped to deal with the realities and surrealities that will most certainly and without a doubt, arise in everyday situations.

Put another way, time to "level-up" (now and forever).

But then again ....

Charlton Ogburn Jr., a crazily prolific writer and the author of a dozen or so books, wrote that “being unready and ill-equipped is what you have to expect in life.” He calls it our “universal predicament.” Granted, even with our schooling, we more often than not go unprepared into our adventures, and it’s a given that we can’t know what we don’t know.

Be that as it may, we should always do our best to be honest and forthright about what we actually do know, as opposed to what we think we can figure out once we get there. After all, being unprepared is difficult enough as it is, especially if we can help it. But being busted as a phony is worse.

We’ve all heard people say, “If I only knew then what I know now…” The problem with this kind of yearning is that it’s all about the past, not the future. And we can’t change the past. But what if we modify that concept and rearrange it to an achievable reality, like, “If I only knew now, what I’ll know then…” The phrase becomes hopeful, not wistful. It becomes meaningful and relevant.

That’s because we’re leveraging other people’s experiences and hindsight (aka teachings), which are passed on to us as insight. By extension, we get to use that insight, as our own foresight. If you think about it, that's what schooling is all about.

While there's lots to be said for "book smarts," learning “on the job,” the “school of hard knocks,” and even “baptism by fire,” it doesn’t mean that we shouldn’t continue to look for help, do our homework, and be prepared - even after we graduate. After all, a pat on the back for a (continuously) job well done, is a heck of a lot better than the proverbial kick in the butt for a job done poorly.

One of the biggest mistakes we make is assuming that we’ll get off to a great start with our new jobs; become invaluable employees from the very first day; enjoy loads of fun and lots of happiness, and be substantially rewarded for our work. Guess what? It’s probably not going to happen, even if we’re gutsy, or talented, and trained to do specific jobs.

In fact, it’s dangerous to overestimate ourselves, thinking that we can show up and hit the ground running. It doesn’t matter if you’re the new intern or the new mayor: you’re not going to completely know what you need to do, or what it’s all about, until you do it, and then do it some more. Even common sense (or Spidey senses), won’t help us out completely, because the fact is, common sense is not so common (and you’re not Spider-Man).

As Mark Twain said, “It ain’t what you don’t know that gets you into trouble. It’s what you know that just ain’t so.” How true. Or, take John Mayer, who sings about the bitter/sweet “train of life.” No, we can’t stop it. And sure, the train will be bumpy and discouraging sometimes, and we’ll have to travel with some unlikable passengers.

But there will be more times when the ride is smooth and encouraging, with lots of likable companions … especially if we have the right attitude, and the right support.

This means that you can’t just wait around for the world to change in your favor. (Sorry to disagree with you on that one Mr. Mayer. But I do like the song!) Frankly, waiting on the world to change is not realistic, and not all that smart. The fact is, your time is here, and you’re time is now (with a nod to another J.M. — John Mellencamp).

You’re the future and the present, so get on board and be a (studious and hard working) good passenger. Better yet, jump up in the front seat, buckle-up, and help drive. After all, nobody likes a backseat driver. Nobody.

Indeed, the world needs you and your peers to be good, in and outside of work, because you’re the next generation of leaders (and yes, followers). Eventually and inevitably, your generation will be in charge of all of our businesses, governments, environments, planets and families. No pressure.

So once again, congrats. Good job. Now level-up, and get to work.

Work (and life long learning) is Good.

Doubting Thomas

Every second Sunday after Easter, the Gospel is centered around the Apostle Thomas. While you may not know the biblical story, you have inevitably heard about Thomas from an everyday cultural standpoint, as this is where we get the expression "Doubting Thomas".

The moral of the story is that Apostle Thomas was a sceptic, who refused to believe, without direct personal experience, that the resurrected Jesus Christ had appeared to the other eleven Apostles, until he could see, and moreover feel, the wounds received by Jesus.

Which is to say that he needed personal, hands-on proof - literally.  Not even the word of his 11 brothers, let alone the many previous miracles and teachings of Jesus, could help him overcome his scepticism until he saw it for himself, first-hand.  (As you may know or assume, Thomas does eventually get his proof, and moreover, a teaching from Jesus on his scepticism, and a reminder to us all that we don't always need to see - to believe.)

Now, as often happens in church, my mind will occasionally wander (add it to my many reasons for attending confessional).  But lest you think me wandering aimlessly, please note that more often than not, I reflect on how the stories parallel life and yes, at times, work (that one gets more of a rebuke from Father Dustin and Father Todd, but they still allow me to stay).

When we think about a "doubting thomas" - do we think this philosophy is a good quality, or bad?  Chances are, you're thinking somewhere in the middle, right.  And indeed, that is right.  No debating required. After all, nobody likes cynical sceptics who discounts and begrudges everything uncertain.  On the other hand, we can't just approve of those overly optimistics that don't do their homework, and jump before looking.  Too risky.

So, what's one to do - if not an overly sceptic or optimist be?

Well, give "positive pragmatism" a try.  That works.  Always.

You see, in business as in life, we want as much real data/proof as possible.  But more often than not, we can never know for certain, even if the data/proof is overwhelming.  Indeed, we have to groove on the fact that most decisions use a blend of science, math, senses (sixth, common and Spidey), attitude and yeah, a dose of faith (your call on the spirituality side).  It's an algorithm based on measured balance.  And that my friends, are the underlying ingredients for positive pragmatism.

Positive Pragmatism is Good.    

Social Business Leaders

As you undoubtedly know, social media is hot. It's a really big deal.

But do you know what's the next hot big deal thing? Social Business.

And do you know what it takes to build, manage and grow as a social business?  Social leaders, and social leadership. (Yeah I know, enough already with the word social. Way overplayed, right!?  Well, find a better one and I'll use it. Barring that, gotta go with the flow.)

But what exactly is a social business and social leaders/ship, and why do we (strike that, why should we) care.

In a nutshell, social business is when companies and/or organizations leverage social technologies, i.e. Twitter, Linkedin, Facebook, Pinterest, YouTube, Jive, Yammer, Connections, etc.  But more than just using social media tools, they also incorporate "socially-minded" strategies and processes. By fusing social strategy, technology and processes across the entire enterprise (see graph below) - this encourages/produces a more creative, collaborative community of employees, customers and partners in a more accessible, transparent way than traditional, non-social enterprises.  Get it?

Now, from a social leaders/leadership standpoint - it's pretty much the same as how it works for a social business, except on an individual, self-directed/managed way.  In other words, social leaders use social technologies, strategies, process and mindsets to get their people excited and inspired about their company, job, work and life.  Moreover, they produce higher performing people/teams, and are more trusted (after all, don't you want to follow an energizing leader who cares, and gets you motivated)?

According to a recent article that I read (sorry, I forget who gets credit here, so if it's you, please stand and take a bow), there are 10 core attributes of social leaders:

• They establish authority

• They build social proof

• They walk the walk

• They are consistent in both work and life

• They hang with the right people

• They take time for relationships

• They build a platform that invites conversation

• They recognize that it’s not about them

• They do the work themselves

• They are sincere

As I'm sure you would agree, those attributes aren't necessarily new, are they? They're pretty old-school, actually; been required leadership principles for decades, right.  Indeed, they're not some new-fangled, pie-in-the-sky, born-on-the-web, list of attributes that "older folks" can't get their head around. Nope.

Which is why everyone (especially those in leadership roles) can rally on being a social leader.

If you think about it, all you really have to do is take your already socially-minded leadership thinking/actions/habits (you do have those already, right) and sync them up with today's social technology.

But do it now, if you're not already. Get going - don't wait.  Or worst of all, wait it out.  That'll be like waiting for Godot ... and we all know what happened there, right (hint: he never showed up)?

Social Leaders/Leadership is Good.

One Word to Ban, Banish, Bury

In business, there's this one word (and its associated "sentiment") - that just gets under my skin.  But more than just bothering me, this word is bad for business.

It's singlehandedly making a mess and a mockery of our ability to conduct business in a more meaningful, collaborative, impactful way.

Given the socio-economics of today - any word and it's associated thinking that causes strife, conflict and a major league hiccup in our giddy-up to help us grow, prosper and thrive - is a word that has no place in our lexicon, mindset or society at large.

Nope.

Sure,  there's lots of mean/nasty/ugly everyday words that have no place on this earth, let alone rhyme or reason to use them unless you yourself are mean/nasty/ugly: you know 'em (both the words and the people) when you see 'em.

Yep.

But in business - this mean/nasty/ugly word, and the people that use it - are much more discreet.  They hide in plain site; mostly undetected, while stalking silently in the light of day, preying on both the users and the receivers of this word.  And while the word screams ignorance, injustice and inappropriate interpretations - the word and the user of the word more often than not, don't understand just how nefarious this term is.

Then again - those that do, and deliberately promote and enforce this word and all that it's dark side stand for - are the bigger part of the problem.

Just saying.  

Well - its time for this madness to stop.  Its time to ban, banish and bury this word, along with all of its subset spellings - once and for all.  It's time to move on from having this word misappropriately control, command and domineer.  It's time to bring this insanity to an unceremonious demise.  It's  time.  

And that word is ... drum roll please ... vendor (yuck! I hate even having to write it; so excuse me while I go wash my hands).  In business, especially in a business-to-business (B2B) scenario - the word vendor represents an us-versus-you, cost-only-matters, beat-em-up, commodity-based, non-value-add, can't-be-trusted, we-think-you're-lower-than-whale-poop, way of thinking.  

Vendor is bad for business, on a whole host of levels.  

And it's not just bad for those companies that get treated like "vendors" - its worse for those that choose to engage in a "vendor" thinking.  While they may believe the reason for treating vendors like lowly vendors is based on economics (after all, one can only hope its not based on just wanting to act like a jerk) - if they really did the math, especially when you drill down to an actual cost-benefits or activity-based costing standpoint - they will see the errors in their ways, and flaws in their thinking.  At the end of the day, low-bid-wins/vendors-lose math doesn't work out.  

So if vendor is so bad, what words should we use?  

Well, if you do it right, the word partner.  Moreover, the goals and sentiment behind partnership.  But if that win/win, do-it-together, mutual-respect-and-appreciation-based partnership vibe is too much to ask (but I'll never understand why) - than go with supplier, provider or any other non-vendor label.  Because unlike a rose, a vendor by any other name, does smell sweeter.      

The Word Vendor (and vendorship thinking) is Bad.

The Word Partner (and partnership thinking) is Good.  

        

Keeping It Real In 2013

At this time of year, (way too) many of us contemplate, sign-up for and commit to various New Years resolutions.

It's our thing.

That said, and in recognition of the yin-yang-slippity-slop-shish-boom-bang nature of 2012, it's easy to see why we want to focus on positive resolutions. 

(As if anyone would sign up for negative ones, right?)

But before we go setting overachieving, unbelievably optimistic resolutions using words like extraordinary, phenomenal and other uber-super-duper adjectives - let's keep the expectations real, manageable and most of all - achievable.  (Can I get an AMEN!?)

That said, a word that that fits nicely given past issues, present dynamics and future uncertainties - is the word, drum roll please:

Good.

(Yes, good.)

Good works.

It's believable. Realistic. Achievable.

So here's to keeping it real, and keeping ...

Good Health

Good Habits
Good Friends
Good Business
Good Careers
Good Work
Good Faith
Good Love
Good Living
Good Family

(Insert your own here)

Good is Great.

Happy New Year!