Tag Archives: Success

Security Ideas for Strategic Planning

Was just reading interesting article on protective security measures by Scott Stewart in Stratfor. Turns out there are many similarities to Strategic Planning.

Author was in business of providing protective services to government officials, religious figures, royalty, business executives and ultra luxury individuals.

Professional protective security people certainly understand weapons and self defense. They realize that if they have to rely on these they actually have failed to do their job. True protective service entails anticipating situations and being prepared for them in advance to avoid confrontations. When confrontation is probable, goal is to structure confrontation on terms the protective service experts dictate.

Action is always faster than reaction. Just watch a football game. Proactive approaches involve “excellent situational awareness, thorough logistics planning, good security assessments, careful trip and individual site security advances, liaisons with counterparts and strict operational security. Protection teams can also employ powerful tools such as protective intelligence investigations, threat and psychological assessments of people with an unusual interest in the protectee, and countersurveillance detection teams.”

Leaders use the same approach when doing their strategic planning, whether it’s to address an emergency or a surprise in business, or to do the annual strategic plan, or long term plan based on business outlooks years out.

It’s already June, are you hitting your strategic plan for first half of year? What adjustments are necessary for second half of 2016? What are your plans for 2017 if economy holds strong? Starts to soften? Either nationally or just in your market or,selective market segments?

Quote of the Day-Sept. 3, 2015

“Success isn’t permanent, and failure isn’t fatal.”
Mike Ditka

Michael Keller Ditka is a former American football player, coach, and television commentator. A member of both the College Football and Pro Football Hall of Fames, he was the 1961 UPI NFL Rookie of Year, a five-time Pro Bowl selection and five-time All-Pro tight end with the Chicago Bears, Philadelphia Eagles, and Dallas Cowboys. His career included 3 Super Bowl championships as a player, and later coach of Chicago Bears. During his 11 years as Coach of Chicago Bears he was twice both the AP and UP NFL Coach of the Year. After Chicago he coached the New Orleans Saints for 3 years. Source: Wikipedia

Tom’s Take: What Did You Learn from Your Toughest Situation?

It’s not always fun to re-visit the toughest situation you have dealt with. It could have been in business, or a personal situation.

What did you learn from the situation that you can apply today to business challenges facing you? Dealing with tough situations shape us and challenge us. We’ve each dealt with them. What can you apply today to improve?

It’s All a Matter of Perspective

We are all aware of self-serving nature that fill politicians minds, and how dysfunctional our government is.

But the larger picture is pretty good and we each need to remind ourselves and the pessimists of the world how good we have it.

  • We have a stable “democracy.”
  • A military power that is the primary defender of the free world.
  • Our economy is still the largest.
  • Our dollar is still involved in 87% of currency transactions.
  • Our financial markets are the freest.
  • Our free enterprise system is still envied.
  • Our economy is expanding more than 4%.
  • Unemployment just hit a 5 year low.
  • New technologies are driving additional and new manufacturing.

10 Reasons to Hire an American Veteran

1.  Accelerated learning curve.
Veterans have the proven ability to learn new skills and concepts. In addition, they can enter your workforce with identifiable and transferable skills, proven in real world situations. This background can enhance your organization’s productivity.
2. Leadership.
The military trains people to lead by example as well as through direction, delegation, motivation and inspiration. Veterans understand the practical ways to manage behaviors for results, even in the most trying circumstances. They also know the dynamics of leadership as part of both hierarchical and peer structures.
3. Teamwork.
Veterans understand how genuine teamwork grows out of a responsibility to one’s colleagues. Military duties involve a blend of individual and group productivity. They also necessitate a perception of how groups of all sizes relate to each other and an overarching objective.
4.    Diversity and inclusion in action.
Veterans have learned to work side by side with individuals regardless of diverse race, gender, geographic origin, ethnic background, religion and economic status as well as mental, physical and attitudinal capabilities. They have the sensitivity to cooperate with many different types of individuals.
5.    Efficient performance under pressure.
Veterans understand the rigors of tight schedules and limited resources. They have developed the capacity to know how to accomplish priorities on time, in spite of tremendous stress. They know the critical importance of staying with a task until it is done right.
6.    Respect for procedures.
Veterans have gained a unique perspective on the value of accountability. They can grasp their place within an organizational framework, becoming responsible for subordinates’ actions to higher supervisory levels. They know how policies and procedures enable an organization to exist.
7.    Technology and globalization.
Because of their experiences in the service, veterans are usually aware of international and technical trends pertinent to business and industry. They can bring the kind of global outlook and technological savvy that all enterprises of any size need to succeed.
8. Integrity.
Veterans know what it means to do “an honest day’s work.” Prospective employers can take advantage of a track record of integrity, often including
security clearances. This integrity translates into qualities of sincerity and trustworthiness.
9.    Conscious of health and safety standards.
Thanks to extensive training, veterans are aware of health and safety protocols both for themselves and the welfare of others. Individually, they represent a drug- free workforce that is cognizant of maintaining personal health and fitness. On a company level, their awareness and conscientiousness translate into protection of employees, property and materials.
10. Triumph over adversity.
In addition to dealing positively with the typical issues of personal maturity, veterans have frequently triumphed over great adversity. They likely have proven their mettle in mission critical situations demanding endurance, stamina and flexibility. They may have overcome personal disabilities through strengths and determination.

Above thanks to Martin Mongiello, GM of The Inn of the Patriots and the Presidential Culinary Museum. theinnofthepatriots.com

Are You Making a Difference?

The quality of your skills, and the skills of the people you help hire determine the profits, innovation, and long term success of your company.

You have a direct impact. Ahh, the power you can wield! That’s the point. You can make a very strong impact on your company, even if you are in an admin position. But are you?

HR has a huge role in hiring. The case can be made that HR is ultimately responsible if a business does not meet their revenue or profit targets. Sharp HR people understand this, even if most in their company do not.

How do you influence your company?

A manager asks you to find an employee. Do you recognize this as an opportunity to make your company better? Or is it just something else you need to do?

Finding the best employees has a huge role in sales and profits. Do you recognize this new assignment as the most important thing you have to do today? Do you immediately stop what you are doing to start recruiting? Do you recognize this as your starring role that can lead to an Academy Award from your employer? You have not had to audition. You’ve been given the role. Congratulations!

Stop. Picture yourself as Employee of the Year. Receiving the congratulations from fellow employees. Accepting the award. Telling your friends and family.

What are your primary duties in HR?

Take a look at your job description. (I know, it’s got to be the most boring document you have ever read. But take the time to read it carefully.)

Check off the 3 duties on your job description that have the greatest impact on profits and sales? Are you spending 80% of your time on those 3 duties?

Remember the 80/20 rule? 80% of the contribution you make to a job, comes from 20% of your duties/responsibilities. That means, 80% of your time should be devoted to 20% of your duties. Most people in HR spend 80% or more of their time on the 80% of their duties that contribute almost nothing. It’s an easy trap to fall into. “I’ll just finish this report and get it off my desk.” Or, “I’ll process these performance evaluations from the last month.”

HR Departments seem to be magnets when it comes to attracting paperwork (electronic or real paper.)

How do you escape the “paperwork” trap?

Next 4 hours, each time you pick up a piece of paper (electronic or real) ask yourself if that piece of information will ever be looked at again. If the answer is “no” or “not likely” then that piece of information needs to be processed (not just stored) electronically. You should never have to see that piece of information unless it needs to be accessed to address a specific situation.

Ok, you’ve identified all the stuff that’s bogging you down. That’s preventing your success.

Now what?

Pick one item from your list, any one. Sit down with your technology department or your boss and figure out how that piece of information can be processed electronically. How much time per day, week, or month will be saved? Now devote that time to the most important 20% of your job.

Just streamline one aspect of your job a week. You will be amazed at how quickly you will have more time to spend on activities that will get you promoted, get you raises, and get you recognition.

Get started today.

“Success Isn’t Permanent, and Failure Isn’t Fatal

The above comes from Mike Ditka, legendary Chicago Bears football coach and current sports commentator.

“Do something” seems to be the cry of politicians, governments, the stock market, and everyone who is getting something for nothing from someone. Sometimes “doing something” is the wrong thing.

Recently I was forced to re-evaluate our business model. The good news is that those of us in business have ability to see the results of our actions quickly. (Sometimes a lot quicker than we like!)

Have you looked at your own business/job to evaluate:
– What areas of your success may be “running their course?”
– Which are on the rise?
– Which are getting in the way?
– What should we be doing that will contribute more?

Securemploy has had a wonderfully successful program for 23 years, Securemploy Pinpoint Ads. As we asked above questions it was apparent this program had “run it’s course.” Technology had passed it by. That evaluation was hard. It had been the second most successful revenue generator in the company.

We evaluated the last option next: What were we doing that was getting in the way of our success? We were doing a lot of things that I really believe in and liked. Whoops! Believing in things is fine, but it’s no excuse for continuing programs that are marginal contributors. We could, and did, revamp some of the programs to “salvage them” until we can replace them. Others needed to get dropped.

Identifying existing programs that are on the rise was easy when we got the marginal stuff out of the way. Getting rid of marginal revenue streams gave us the time to concentrate on projects “on the rise” without adding staff.

Last question, What should we be doing that will contribute more? is always the most fun. Opening to new vistas gets the creative juices going. It’s fun and wonderful way to give morale a shot in the arm. We limited that to two meetings. Yea, I was accused of being an “old fuddy duddy.” (I’m sure that was cleaned up since I was in the room.)

This step was far and away the hardest given how fast technology is changing. We looked at things we had never considered before.

We fell back on some suggestions we have offered management companies.

All of us in hospitality industry know that buying the assets that would benefit our businesses is very difficult. We have also found that obtaining profitable management contracts is still difficult. Most management companies are left looking internally to see what they do better than competitors. Then identify how to monetize those services.

The good news? Those services already exist. That means a high profit margin on any of those services we can market.

Securemploy applied that rationale internally. It has identified some programs that appear to have good profit margins, can run for several years, and can be modified/tweaked as technology continues to advance, hopefully without major capital expenditures.

Yes, it was hard to drop a program that 23 year successful program. Mike is right, “success isn’t permanent.” The goal is to avoid failure. It may not be fatal, but it’s sure not fun!