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USA-Canada gold medal game should be a classic
Story Highlights
When it comes to Canada-U.S. hockey rivalries, this one takes the cake
History is one thing, but presently, these two teams are evenly matched
Both sides are absolutely teeming with offensive talent
VANCOUVER, British Columbia -- So, let's just say you haven't watched any of the women's Olympic hockey tournament to this point. Well, good news: You haven't really missed much. And the better news is that you're just in time to see everything worth seeing tonight, when the U.S. will face Canada with a shiny gold medal on the line. So to catch you up, here are five things you'll need to know going into the final:
1. When it comes to Canada-U.S. hockey rivalries, this one takes the cake. Forget the men's teams and the juniors' tournaments; the women's rivalry makes the others look like petty schoolyard fights in comparison. With so many meetings -- and so many of great importance -- they were bound to cultivate a great deal of bad blood and animosity. Of the 15 World Championship and Olympic gold medal games, the U.S. and Canada have met in all but one. They are so much more talented and skilled than the rest of the field, they outscored their opponents in this tournament by a combined score of 86-4 (40-2 for U.S. women; 46-2 for Canada). The U.S. may be two-time defending World Champions, but Team Canada has beaten their rivals in their last five meetings before the Olympics. The teams say they have a lot of respect for each other (which I'm sure they do), but when they hit the ice, respect starts to look a lot like hate. "Hate is a pretty strong word," USA forward Jenny Potter says. "I would say dislike. But you know what? They're great competitors, and it's always a great game playing against them, and I love it. That's why we play this game is for that competition and draw out the best in your opponent."
2. History is one thing, but presently, these two teams are so evenly matched that it's impossible to predict a winner with any degree of certainty. Let's look at the statistics through four games. Of course, the goal differential goes to Canada, thanks to their record-setting 18-0 rout of Slovakia in its opening game. In terms of scoring efficiency, the U.S. is slightly ahead (21.86 to Canada's 19.91). The U.S. may have the better power play, but Canada has the better penalty kill. In terms of goaltending, the U.S. edges Canada with a .959 save percentage to their rivals' .956. There is no telling who's better from a numbers standpoint, so we turn to the players that have seen them both. According to Finnish goalie Noora Raty, the University of Minnesota netminder who played and lost to both teams: "I think Canada have been better here, but if I have to say who's going to win, I have to say U.S.A. because I play there. But yeah, I think Canada is the better team."
3. Both teams are teeming with offensive talent. The ones to look for? Team USA is led by captain Natalie Darwitz and Potter, a 31-year-old mother of two, by the way. The old hat, in her fourth Olympic Games, roared out of the gate, scoring hat tricks in her first two games. Darwitz, in her third Olympic go-around, has earned two medals -- silver and bronze -- and she's looking to complete her set tonight. But the veterans aren't the only women to look out for. Twins Jocelyne and Monique Lamoureux are having smashing Olympic debuts, with 16 points between them, and the team's youngest player, 20-year-old Hilary Knight, comes into the gold medal game with 8 points. Knight led the NCAA in points last season; in second was Meghan Agosta, who leads Team Canada with 14 points. She has been the breakout star, scoring nine goals in this tournament. If she scores another tonight, she'll hold the record outright for most goals in one Olympics. Veterans Jayna Hefford and Hayley Wickenheiser also haven't lost a step, despite being in their 30s. They have 12 and 11 points, respectively.
4. Goaltending. Canada head coach Melody Davidson guards her goalie decisions like they're nuclear launch codes, so it's either going to be Kim St-Pierre, the 11-year veteran and two-time Olympian, or 23-year-old Shannon Szabados, who started in net for Canada in their semifinal game against Finland. Either way, they have a formidable body in net. For Team USA, though, it's no secret that the crease belongs to Jessie Vetter, the three-time NCAA National Champion at Wisconsin and 2009 World Championship goalie. Vetter has played in three games and has allowed just one goal, a power play goal, against Sweden in the semifinal. She holds the NCAA record with 39 shutouts, and was recently named Sportswoman of the Year by the Women's Sports Foundation.
5. The expected sell-out at Canada Hockey Place could make this gold medal game the most attended women's hockey game in history. The previous record of 16,347 was set on New Year's Day at Ottawa's SBP Arena, but a capacity crowd could yield even more. The attendance figure for the men's U.S.-Canada round-robin matchup Sunday was 16,910, and the women's game, given that it's there's a medal up for grabs, could get close to that figure.
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text: Plastic Doesn't Belong in Our Oceans, It Belongs in Recycling Bins America's plastics makers are committed to working on the problem of ocean litter. We support efforts to reduce waste, increase recycling and litter prevention programs, and foster regional and global partnerships. This site is dedicated to providing the latest and most substantive information available on the causes and sources of marine debris, and most importantly, to showing you what we're doing to help find solutions.Plastic makers are partnering with governments and conservationists to encourage recycling and discourage litter, working to educate children on the link between our litter and marine health, promoting industry wide practices to contain plastic pellets, and we're working with the National Oceanic and Atmospheric Administration to advance scientific understanding of marine litter.We know that plastics help make a wide range of useful, versatile products, and in many cases help to reduce energy use and greenhouse gas emissions compared to alternatives. But, they do not belong in our environment. Working together, we can make a difference.


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Love, Mouserella
Hardcover | $15.99 | add to cart | view cart
ISBN 9780399254109 | 32 pages | 15 Sep 2011 | Nancy Paulsen Books | 9.25 x 6.25in | 3 - 5 years
Summary of Love, Mouserella Summary of Love, Mouserella Reviews for Love, Mouserella An Excerpt from Love, Mouserella
Mouserella misses her grandmouse, so she writes her a letter. At first she can't think of anything to say, but once she starts, the news begins to flow - she found a cat whisker at the zoo, she taught her ladybug to fetch, she made shadow puppets with Dadmouse during a blackout - and just like that, the events of the past few days come to vivid life in her letter, as does her love for Grandmouse.
Children will enjoy reading the story from top to bottom, like a real letter, and Mouserella's funny drawings and lively adventures will spark their imaginations and just might inspire them to start a correspondence of their own.
"Showing [Stein's] customary gift for spot-on evocations of childlike voice and sensibility. . . . Sometimes snail mail is just better. Here's proof." — Kirkus Reviews, starred review
"A clever and enticingly child-friendly format. . . . . Young ones will have more than their fair share of fun, and they'll understand the longing for someone who's gone away." — Booklist
"Mouserella's ebullience comes through on every page. . . . Delightfully precocious letter. . . . Exercise in joyful self-expression." — Publishers Weekly
"Will prompt children to think about their own letter writing. Those who have never written a letter will be encouraged to do so." — School Library Journal
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For those of you who watched the game Saturday night or even just saw the score of this game, let me say WOW!!! I'm a die hard Alabama Fan and was not expecting this to be a blowout. I thought it would be a tough fought game decided in the 4th quarter, but what happened was a lopsided game that was pretty much decided at the end of the first quarter.
(John Parker Celebrating The first Touchdown of the Game to go up 13-0)
34-10 was the last thing i expected for the game to be. But those aren't the only numbers that will surprise you. Let me take you to look at the "wow" statistics.
Clemson had 0 net rushing yards. James Davis and C.J Spiller had a COMBINED 20 yards of rushing. ( the 20 were taken off from the 3 sacks that Bama recorded) John Parker looked nearly flawless going 22/30 (73%) with 180 yards with 3 total TD's. 2 passing and 1 rushing. Freshman Sensation Julio Jones had 4 catches for 28 yards and a Touchdown reception. And TE Nick Walker had 7 receptions for 67 yards and a Touchdown. And the surprise Freshman of the the night was none other than Mark Ingram. 17 carries for 96 yards ( not to mention a succesful 2 point conversion run) Also Coffee had 17 touches for 90 yards.
(Mark Ingram on a carry.)
Alabama just dominated the game on both sides of the ball. The O' line pushed clemson's back and gave Alabama's running backs huge holes to run through. And the Tides RB's ran strong and fought for every yard. And the Big Ugly's up front gave JP time to throw the ball and they gave up 0 sacks and only 3 hurry ups.
On the defensive side, Alabama recored 3 sacks on Cullen Harper. Big Juco Transfer Terrence Cody clogged up the middle giving the Running back tandem of Spiller and Davis no room to run. Alabama stopped the run early and made Cullen harper have to throw which led to an interception by Marquis Johnson.
(Brandon Deadrick sacks Cullen Harper)
Alabama fans had plenty to cheer about, Clemson fans not so much. Besides a long catch and run by Jacoby Ford, which only led to a field goal, and Spillers 96 yard kick return, it was the tide making a big impact. The Tide only didn't score on 2 possesions, a missed field goal and a punt.
Is the Alabama just this good or is Clemson Just that bad? I think its too early to tell but Alabama looked like they were ready to play and made very few mistakes. Clemson can still win the ACC but there National Title dreams are pretty much over (but theres been a 2 loss team win it before) We'll know how good Bama does against Georgia on the 27th "between the hedges".
(Alabama Crimson Tide Celebrate a Big win over Clemson)
But Bama played hard and with toughness and with physicality. Thats Bama Football. Roll Tide!!!!!!
And I'll be doing a recap of each of Bama's games. Next week: Tulane Also please leave your comments.


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Vintage Sports Chambray Sham by Whistle & Wink
Score! Your athletic son will fall in love with the Vintage Sports collection from Whistle & Wink. Sophisticated and cool, handcrafted striped quilting and embroideries are colored to reflect classic sports memories now and to come!
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we love the cooler weather because we can wear a light weight jacket.
I am glad that fall season is her.
58 here in seaford
Sunday's high was 64
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Speaking of IPA's...
Twitter: @PeterDaEater
Its probably a bad idea to sharpen while drinking isn't it? I've been stuck inside for the past two weeks working on my thesis, I started drinking, now I'm thinking about sharpening...
Be careful--I sharpened in the last week of my dissertation writing as a stress relieving tactic, and ended up nearly amputating my left pinkie. My girlfriend now refers to that finger as "lumpy."
And I will be drinking some white wine tonight, most likely a NZ sauvignon blanc. I forgot what I have in the fridge and let myself be surprised when I get home.
It's a Stone Double Bastard for me right now. Then I'm feeling whiskey sours maybe.
"This is grain, which any fool can eat, but for which the Lord intended a more divine means of consumption.. Beer!" -Robin Hood, Prince of Thieves, Friar Tuck
Tanqueray Rangpur with a piece of ice.


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This lively, multicultural, residential and business area borders Hyde Park and Kensington Gardens and offers a good choice of mid-price and budget accommodation and restaurants. Plentiful shopping opportunities exist at Queensway and Oxford Street. The major South Kensington museums lie across Kensington Gardens. Paddington Station provides a gateway to towns in the west of England, including Oxford, Windsor, Bath and Bristol.
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Welcome to this remarkable 4-bedroom, 7-bathroom home in Cherry Creek!
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Ground up renovation in Denver Country Club.
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Stunning remodel with no expense spared! Custom metal work graces the entrance of this 4bd/3bth home. Open floor plan with vaulted ceilings is perfect for every day living and entertaining.
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We've recently moved student registration for GRE and GMAT practice tests to our CATPrep Shopify store for ease of use. Visit us at shop.catprep.com and take advantage of our Spring discounts for online practice tests!
Practice Test Registration on ShopifyApril 16th, 2013
Getting an MBA: 5 Points to Consider Before Applying to Business SchoolNovember 27th, 2012
When you're looking to climb the corporate ladder or change careers, a master's of business administration, or MBA, can be an attractive options. But the decision to pursue this type of education is one you don't want to make without careful consideration. The degree can be a door-opener, but not always to the extent that prospective students think. Whether the MBA will be worth the time and expense depends on your situation, your goals and the program you choose.
Need. Just how useful will an MBA be in your career? The traditional program is designed for students who are several years out of a bachelor's degree program and have some experience in the work world. The degree should, ideally, lead to a promotion or a better job, along with a significant salary bump. But it's important to note that these students were typically already on a solid career trajectory and might have achieved these objectives even without the MBA. Career changers can often make the leap from a non-business career, such as teaching or journalism, to the corporate world with an MBA. And would-be entrepreneurs can meet potential business partners or financial backers among their MBA classmates.
School choice. Not all MBA programs are created equally. Wall Street investment banks and Fortune 500 companies are well known for taking seriously only MBA graduates whose degrees bear the seal of top programs such as the Wharton School at the University of Pennsylvania or the Kellogg School of Management at the University of Chicago. But not everyone has career goals that require such prestige. To get hired or promoted into some jobs, particularly in government, you may just need to be able to tick off a box that says you have a master's degree. In that case, a respected local school or even an online program may b sufficient.
Finances. Dollars and cents are likely to determine where you pursue an MBA, and even whether such a degree is a viable path for you at all. Tuition and fees for high-end programs can easily reach six figures. Few programs can be completed for less than $15,000. If possible, get your employer to help out with the costs. Before you take on large student loans for an MBA, be sure of your likelihood of obtaining a higher salary upon graduation, one that will allow you to pay off the debts within a few years. Carefully investigate the placement rates and starting salaries for graduates of the program you want to enter.
Opportunity cost. There's more than money to think about when pondering whether an MBA will be worthwhile for you. A full-time program could take a year or two to complete. That's time when you could have been working, earning money, gaining experience and even getting promoted. Even part-time or online programs entail opportunity costs, as that's still time you could have been putting into your full-time job, a part-time position or an entrepreneurial venture.
Accreditation. MBA programs can have any of several types of accreditation. In the United States, approval from the Association to Advance Collegiate Schools of Business, or AACSB, is the gold standard accreditation, and the one that major corporate employers are likely to demand. Another national accreditation, respected but without the same level of prestige as AACSB, is that of the Association of Collegiate Business Schools and Programs, or ACBSP. Still other schools have accreditation from the national Distance Education and Training Council, and some have no accreditation. Before you start any program, find out what accreditation is required by the organizations where you'd like to work.
Obtaining an MBA takes large amounts of time, effort and money. If you decide it's a degree that will help you achieve your goals, think carefully about where and how to pursue it. Choosing the right school can help you to get the most out of your education and minimize the debt you have to take on to complete it.
CATPrep is pleased to publish this guest post by Ranlyn Oakes
Does Graduate School Make the Grade? A Three-Step TestNovember 21st, 2012
That back-to-school feeling is in the air, but before you decide to get a graduate degree, there are several important things to consider. Do you need it? Do you need it now? How will you (or someone else) pay for it?
Do you need a graduate degree at all?
Should you work your way up through the ranks, or do you need another degree? If you want to be a doctor or lawyer, then the answer is obvious. Of course, the answer is not always so apparent. Do your research. Online research is a great place to start, but there is no substitute for talking, one-on-one, with someone who is already doing what you want to do.
Use you school's alumni network and career center. Then, find a graduate program that interests you and contact the admissions department. Ask for referrals to current students who are willing to speak with prospective students.
Do you need it now?
This is a very important, and very personal, question you must ask yourself before jumping into graduate school. There is never just one path to your chosen destination. Once you know you need that next degree, take a deep breath and think for a moment before you continue. In fact, even if you are already in a graduate program, it is never too late to consider this question.
Consider the money, the time, and any debt you already have. Think about where you will be in your career, and life, when the you finish the degree. If you are not sure about the degree you are considering, don't be in such a rush. It's easy to feel like you need to get all this schooling over with, but slow down. A year or two spent working in the field might teach you more. Much more. In any field, there are sure to be specialties you don't know about yet and options you have not considered. Consider finding a job that lets you get paid while you learn more about your chosen field.
How will you (or someone else) pay for it?
Ahh—now we've come to it. The elephant in the room. Extra degrees often mean you earn more at that first job, but schools usually insist on being paid while you are still a student. Now what?
Loans work and are often the right answer. However, take pity on the 35-year-old you will one day be, and think about it first. Those loans may follow you for a long time.
Is there another way? The answer, again, is face-to-face contact with people who already have your dream job. For example, getting an MBA now will let you get a better paying job when you're done. However, many employers pay, or help pay, for business training and business degrees. Get back on that alumni network. This time, look for people who work in human resources for large companies of all kinds. They know the programs in their own companies and can give you an idea of who gets trained for free, and why. You may want to get that entry-level job, prove how valuable you are, and then take advantage of every corporate training program they have in-house, as well as any tuition-assistance programs you can find. Hint: bigger corporations have more programs.
So you have answered all three questions! Did the graduate program you are considering make the grade? Remember, be sure you are investing your time, talent and money in an education that will get you what you want. Once you know you need that degree, that you need it now, and how you're going to pay for it, you can make that investment with confidence.
CATPrep is pleased to publish this guest post by Charlotte Andrews
Technical requirements for our Patent Bar practice testsSeptember 14th, 2012
Our patent bar requires the freely available Java plugin from Oracle. Please ensure you are running the latest version by visiting this page.
After installing any updates offered on that site – please restart and attempt to launch the practice test again.
If that fails to resolve any issues launching our tests – your problem likely stems from some sort of configuration issue in your Internet Explorer browser. The easiest fix for that type of problem is to simply install the freely available Chrome browser from Google by visiting this page.
After you install Chrome, open our patent bar launch page in Chrome by visiting this link and then launch any of the available practice tests – good luck with your preparations!
GMAT Integrated Reasoning Practice TestsAugust 1st, 2012
We've updated all our GMAT practice tests (including our free GMAT practice test demo) to include the new Integrated Reasoning section. The new IR section is significantly more complex than the other sections on the GMAT and practicing sitting for it with a realistic test is essential for all prospective MBA candidates. As always – we welcome our students' feedback. Let us know what you think of the updates!
Customer query regarding GMAT scoringJuly 24th, 2012
A student recently wrote questioning why his GMAT score was lower than expected based upon the number of questions he missed in the quantitative section and his sectional scores. We replied with the following explanation.
It's important to understand that due to the rounding and ten point segmentation the GMAT uses when calculating sectional and total scores from your raw score, the real scoring algorithm commonly produces a slightly different total score for the same pair of sectional scores and vice versa. For example, it is not an error to see one student earn a total GMAT score of 580 paired with a 35 verbal and 35 math and to also see another student earn a total GMAT score of 570 paired with a 35 verbal and 35 math. This is due to the fact that your total GMAT score is not calculated directly from your GMAT section scores. Instead, both your total and sectional GMAT scores are derived from your underlying raw score.
Moreover – the location of your mistakes within the test are critically important in determining your score. A miss near the beginning of a section is a much higher deduction than a miss at the end of the section. This is another reason you can't easily compare results based solely on "number of missed questions" – I hope that sheds some light on scoring within the GMAT. Best of luck in your preparations!
GRE Score Calculator available now!May 24th, 2012
By popular demand we've just released a GRE score calculator to help you convert old GRE scores to revised GRE scores. Let us know what you think!
Integrated Reasoning – GMAT RevisionMarch 19th, 2012
GMAC is scheduled to update the GMAT starting June 2012 with an entirely new section called "Integrated Reasoning" – read more about the pending changes here.
Economist Group's MBA Fairs UpdateNovember 2nd, 2011
Full-time MBA Fair To Be Held On November 9th and 10th And Executive MBA Fair To Be Held On November 11th
November 2, 2011
New York, NY—The Economist's Online Fairs business will hold three days
of graduate education fairs in early November. The first fair, which
focuses on full-time MBA programs, will be held on November 9th and
10th. The second fair, which is devoted to executive MBAs, will take
place on November 11th. Interested participants can log on from
anywhere and can register for free on the Full-time MBA website (
http://registermbafair.whichmba.com/?source=catprep ) and on the
Executive MBA ( http://registerembafair.whichmba.com/?source=catprep )
Both fairs provide a unique opportunity for prospective students to
interact with admissions officers from schools around the world. Fair
attendees will also be able to speak with alumni from those schools to
better understand daily life as a student. Visitors can watch Bill
Ridgers, The Economist's Business Education Editor, interview full-time
and executive MBA alumni in a taped panel discussion.
"Choosing the right school is an important part of the business school
decision process," said Isaac Showman, Vice-President and Head of Online
Fairs. "The fairs we've created allow prospective students to interact
with and learn as much as possible about the exhibiting schools,
enabling students to make more informed decisions about what's right for
A variety of well-known universities will take part in each fair.
TiasNimbas, University of Bath, University of New South Wales
(Australia), University of California- Riverside, and the University of
Hong Kong are among those participating in the MBA Fair. Darden School
of Business, Georgia Southern University and the International
University of Monaco will have exhibits in the Executive MBA Fair.
For more information or to arrange an interview contact:
Amy Jaick
Communications Manager, The Economist
About Online Fairs:
Online Fairs develops online representations of tradition trade shows,
providing all the benefits of a physical tradeshow, but with the added
benefit of the scale and accountability of the internet. Events focus
on a variety of subjects including education, investment and recruitment
sectors, as well as client-specific topics particularly in the
technology industry. In addition to creating engaging and interactive
events, Online Fairs offers turnkey event solutions covering all aspects
of event production and content.> Sent by a member of The Economist
Group. The Group's parent company is The Economist Newspaper Limited,
registered in England with company number 236383 and registered office
at 25 St James's Street, London, SW1A 1HG. For Group company
registration details go to http://legal.economistgroup.com
Open Registration for the Economist's Executive MBA FairOctober 27th, 2011
The Economist's Executive MBA Fair – online November 11th 2011 – FREE:
Meet Executive MBA admissions officers from programs around the world at this FREE online fair. Gain insight into the MBA experience by chatting with alumni, watching webinars and videos, and downloading resources. Sign up free or learn more!
** Sign up now for your chance to win a free iPad 2 when you visit 3+ business school booths on November 11th.


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Religion is a topic that is fascinating to study and important to understand. To study religion is to study the beliefs and practices through which groups of people have tried to make sense of their experiences in the world.
In virtually all cultures, religion has developed as a powerful dimension of social, political and economic life. Religion also has had enormous impact on literature, the arts and human thought. A brief glance at today's headlines will show how religion permeates every corner of human affairs.
The Department of Comparative Religion is a humanities department in the College of Arts and Science. Our mission is to study all world religions: their history, their relationships, and their impact on the individual and society.
As a major, you'll enjoy flexibility in designing a program of study that enhances a broad liberal arts education. You may explore how Marx, Durkheim, Freud, Eliade, Foucalt, Doniger and others have shaped the study of religion. You may examine common themes among religions in different parts of the world. You may trace the development of a particular religion over time. You may study the cultural aspects of religions in different times and places. You may study religion together with such fields as psychology, literature, philosophy, anthropology, women's studies, black world studies, or science to see how these fields influence and enrich each other.
More than 700 students enroll in religion classes each semester. Many of these classes fulfill Miami Plan foundation, thematic sequence and senior capstone requirements.
The department offers the following programs:
|undergraduate major (Bachelor of Arts),


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How to attract and retain local talent as you expand geographically
There is "a tale of two mindsets" when it comes to understanding which employee groups are leaving and why they seek to leave. Furthermore, our research indicates that corporate leaders often fail to understand the nonfinancial priorities of their employees, such as the need for strong leadership, effective communication and career advancement opportunities, while the degree of importance that younger employees place on these nonfinancial priorities varies across geographies.
Boost performance
Companies seeking to enhance their global success need to figure out how to maximize business performance in the geographies they choose to operate in. As they expand globally, they will encounter several salient challenges:
- Attracting talent (especially leadership) to successfully navigate the market.
- Maximizing the performance of local talent.
- Retaining employees in markets with high turnover rates.
This becomes especially important in the context of the existing gulf between employers and employees on talent priorities.
Mind the gap
Generational differences fuel much of current social and political tension in Western Europe and the United States over globalization, nationalism and immigration, according to an in-depth analysis of results from the Pew Global Attitudes surveys.
Older Americans and Western Europeans are more likely than their grandchildren to have reservations about growing global interconnectedness, to worry that their way of life is threatened, to feel that their culture is superior to the cultures of others, and to support restrictions on immigration.
This generation gap is less pronounced in Eastern Europe and is virtually nonexistent in Asia, Africa and the Middle East. Nevertheless, Americans and Western Europeans of all ages are less likely than people in other parts of the world to tout their own cultural superiority and are less wary of foreign influence.
These findings are based on Pew Global Attitudes Project surveys conducted among more than 66,000 people in 49 nations.
As a consequence, although there is a growing recognition that in order for companies to build effective retention strategies they will need to tailor their tactics to account for generational differences, there remains the problem that many corporate leaders may be misreading the priorities among different generations, leading employers to offer the wrong incentives to the wrong employees.
Differentiate strategies
Effectively addressing these challenges begins with a more complete understanding of the local work force, its various segments, and what makes each group tick.
Rather than standardizing talent management, companies should devise country-specific talent strategies with the involvement of local leaders who are as versed on the different aspirations of the generations that make up the work force as they are on other aspects of their business.
Such an understanding could help companies:
- Better address key issues for global expansion and enhance return on investment on talent programs through the design of customized programs that speak directly to employees' aspirations, ambitions and attitudes (based on the generational cohorts that comprise a given country).
- Enhance leadership capabilities for managing and collaborating across borders and generations, thereby enhancing management effectiveness and business performance.
- Create competitive advantages by helping them stay current on expected work force composition, employee benefit options and preferences and other competitive offerings to determine the best plans to attract, retain and motivate top talent.
For those companies that embrace the concept of "plan locally, connect globally," understanding and connecting with the aspirations of the demographic groups they are targeting can help them in their efforts to reduce cost and optimize performance on a global basis.
The recognition that customers are a heterogeneous bunch emerged as one of the important ideas for marketers in the last century. With the increasing importance of talent as a competitive factor, the recognition that generations differ around the world may be one of the important strategic avenues for decades to come.
Sherri Elliott-Yeary is the CEO of human resources consulting companies Optimance Workforce Strategies and Gen InsYght, as well as the author of "Ties to Tattoos: Turning Generational Differences into a Competitive Advantage." She has more than 15 years of experience as a trusted adviser and human resources consultant to companies ranging from small start-ups to large international corporations. Contact her at firstname.lastname@example.com.
Give it to 'em straight: How to communicate clearly and effectively
Few tasks are more central to effective leadership than communicating well and making sure your charges are doing so too. Communication pitfalls are rife in business. Maybe you have a tendency to rush through strategy sessions, or to be too subtle, to not spell things out clearly enough. Maybe you find yourself becoming so dependent on a PR person or group of PR people that you start to feel inaccessible. Maybe you have a manager who's basically good at articulating his thoughts, but when his mouth opens, his ears snap shut. Here, from the pages of Smart Business Dallas, are some ideas from business executives on how to avoid such missteps and keep everyone in your company connected.
"When most people hear [communication], they're thinking of transmitting, so we really tried to put the emphasis on receiving. It's making it a part of the leadership culture to emphasize listening well and asking appropriate questions to enhance absorption of what's really being attempted to be communicated. That's not a natural skill. People typically default to being better at transmitting than receiving. You can see that in a variety of ways, but one way you can see that is when a discussion of reasonable intensity is going on and one party is communicating to another, you can almost see that other party stop listening to start formulating what their response is going to be on what they've heard so far." — Carlos Sepulveda, President and CEO, Interstate Batteries
"Communicate early and often. You can almost overcommunicate. Make sure you're sharing the vision — that it's not just that there is a vision, there is a strategy behind this. …You overcommunicate and begin to share capabilities and really point out the most important thing to both cultures, and that is we're a client-first organization. I try to compare it to something the group has been through before, if it's possible. It's not always possible, but if you can compare it, make it relative; I do find that to be helpful in many ways." — Jeff Markham, Regional Managing Director, Texas Region, Merrill Lynch
"I don't have a PR agent. I'm probably the easiest CEO in America to find and e-mail and get ahold of. It's more efficient and takes less time to deal with things directly via e-mail than it does for someone to go through your e-mails and not know what you're missing and then have them communicate to you and you communicate back to them. The time it takes for you to answer an e-mail or hit the delete key, if it's not worth responding to, is probably about 20 percent of the time it takes to go through one, two, three assistants. I go into Hollywood and I see four assistants sitting outside somebody's door, and I'm like are you [expletive] kidding me?" — Mark Cuban, Dallas Mavericks Owner and HDNet Chairman, President and CEO
- Emphasize the importance of listening.
- Don't cocoon yourself with intermediaries.
- Hit the nail on the head; repeat as necessary.
How to create an atmosphere that encourages innovation
"One of the hallmarks of successful companies is being open-minded and receptive to ideas for improvement from the employees, who are closer to the work than the executives are. It's kind of built into your DNA. Either you are or you aren't receptive. You have to be curious and receptive and then be willing to work with it. Then you need to set up a pattern and a tempo of consistency on this topic. If you do it once, and it goes away — a flash in the pan idea — it becomes not effective. If you do it every year, you've been doing it for 10 years, people come to expect it, and it becomes part of the culture." — Chip Perry, President and CEO, AutoTrader.com
- Be receptive to ideas for improvement.
- Foster a collaborative environment.
- Reward employees who suggest innovations.
How Rob Hillman builds relationships to benefit Anthem clients and employees
When Rob Hillman speaks about the needle, the president and general manager of Anthem Blue Cross and Blue Shield in Indiana isn't talking about a shot in the arm.
Rather, it's about efforts to move the needle on key company performance metrics that measure how well employees are building relationships with customers and how well customers are relating to Anthem.
"When we are talking about a high-ticket item like health care and how personal it is, relationships are very important," Hillman says. "Things work so much better when you focus on the value of the relationships and not the value of the transactions."
While companies are putting more emphasis on communicating with customers and employees through ever-developing means, it still boils down to the best ways to develop personal interaction.
"Maybe I'm old school, and there are a lot of this social media out there today, but relationships are very important," he says. "We spend a lot of time with our associates, talking about the value of our relationships and how important an asset our relationships are with the broker community, with our customers, with our medical providers in the community."
The results? Anthem is growing its footprint in the marketplace in terms of customers served, and the percentage of customers sticking with Anthem year after year is above the industry average ? typically in the high 80s to low 90s as a percent range.
Here's the prescription Hillman uses to build relationships to help push the needle upward for Anthem Blue Cross and Blue Shield in Indiana.
Diagnose the situation
To understand the role of relationships, the first steps are to study your core values and look for common threads among them. Draw conclusions as you examine them. It often means taking a look at the basics and factoring in what will make the relationship thrive.
In terms of core values, companies can't go far off track if they set customer service and integrity at the top.
"What we sell every day are sheets of paper that have promises written on them," Hillman says. "When all you do is sell promises, customer-first and integrity are No. 1 and No. 2."
But tangible and intangible products both share a promise ? a manufacturer or organization will stand by what they deliver. The recipe is the same for both types of companies.
"The customer is first, and if you meet or exceed their expectations, you have delivered on your promise," Hillman says. "Any company that does this consistently, no matter what it is they sell, builds brand loyalty, repeat business and referrals. They are well-positioned for success."
Do some thinking about your promises. Stick by the ones that you will deliver, whether they are merchandise or services listed on a sheet of paper.
"If it is adhering to the language of a contract, the performance of a product or delivering on your commitments, they all have the same effect ? you build credibility, trust and confidence in your company," Hillman says.
The benefits you sell to your customers are the same benefits you provide to your associates. This indicates that you believe in your product.
"If you don't believe in it for your own employees, then don't try to sell it to your customers," he says.
"You have to make sure that the way that your contracts are written and the benefits that you have sold are the promises that you can deliver," Hillman says. "If you can't deliver, if there has been a miscue, and if you have a promise that you sold to someone that seemingly you can't deliver on, you have to make sure that you make it right."
Remember in your analysis that there is only one occasion to make an initial impression, and doing that correctly will go the distance in establishing a relationship.
"Try to do it right the first time," Hillman says. "If you mess it up, make sure the second time you do it right.
"Everything has to be tied together in terms of your systems, your people, their focus, to make sure that they know what to note in those promises that you sold and that you are delivering on the promises."
Examine as well the localness of your product or service.
"Make sure that you are providing the type of value that the local market wants and needs," Hillman says.
Evaluate the role of the customer. He or she is more than just that. You want to create loyalty, that the person will be a return customer and that the interactions the customer will have with the company will leave him highly satisfied.
If you have been mindful and put the customer first, operate with integrity, and hold employees personally accountable for excellence in everything that you do, those are the common threads that over a period of time will allow you to retain the local touch.
"Customers are folks that you define as more than just people you send a bill to and they send a check every month," Hillman says. "By virtue of that fact, they are customers. But the thing that can be attributed to success is how you define customers based on the relationships that you have with them personally."
When it comes to considering how to build successful relationships across the widest possible segments, expand your definition of customer. Anyone who expects you to deliver at some level qualifies as a customer, ranging from the traditional definition to the level of subcontractor to consultant.
"When there is that expectation that you're going to deliver, however that's defined by any one of those constituencies, regard them as customers," Hillman says. "So the key is, it may be a cliché, but you need to deliver what you promise. If you do that basic blocking and tackling, you're going to build relationships over the years."
Examine how it is beneficial to keep your focus on your pledge over the long term. Concentrating on short-term gains disregards the consequences that may happen and can give a distorted picture.
"Customers may leave, but they will always come back if you've dealt with them with integrity and delivered on your promise," Hillman says. "And if you don't, some customers are very difficult to get back.
"If you bat with a good average of delivering on your promises and value those relationships that build because of that, whether it's internally or externally ? brokers, customers or the folks you work with every day at the company ? that's a pretty good recipe for success over a long period of time."
Learn the value of metrics
If you are going to focus on evaluating relationships, performance metrics can help a company compare its operation against customer requirements and the value created. In short, metrics can help keep the company on track and ensure consistency.
In an organization the size of Anthem with 5,000 employees, metrics are part of the core value of continuous improvement. In order to maintain a competitive position, a company has to strive to better itself.
"There are all kinds of activities that end up impacting either your service level, your ability to grow your business and ultimately whether or not you are able to produce a successful bottom line," Hillman says. "Every input or activity that can impact any of those three, measure it. If it moves, measure it."
For instance, WellPoint's member health index measures more than 40 areas of the quality of care an individual has received, some of which were developed using national standards and others which were developed by WellPoint's clinical experts.
There's a unique connection that Anthem uses, as do the other divisions of parent organization WellPoint Inc. They directly link improving the health of members to the compensation of every associate in the company. Improvements in members' health index are used to help calculate employees' annual bonuses.
"These could be things like were we able to move the needle along the percentage of women who had mammograms," Hillman says. "Were we able to move the needle on individuals who have reached a certain age needing other types of preventive measures and scans?"
Another indication of how well a company is doing in terms of growth is an analysis of its market share.
"When you couple market share with the fact that you're growing at the same time that you're losing some percentage of your business (in part due to the economy), that means that your value proposition for those folks already on board is resonating with those who are just deciding to do business with you," Hillman says.
Metrics are not only important in helping gauge a company's performance with its customers, but for its employee-management relations, as well.
Conduct an annual employee survey to measure strengths and weaknesses between both parties. The goal is to nurture continuous improvement.
"Tie every manager's performance review to some degree to associate survey results," Hillman says. "It is something to take very seriously. Benchmark yourselves not only within the industry but outside the industry to what's considered best in class as well as to what is the average across the entire organization."
If you are clear about the mission of the company, what the core values are and the level of seriousness that is given to employee engagement, you will obtain positive results.
Watch for threats
Relationships that stand the test of time are those that have received consistent care and feeding ? and that have survived challenges. A company that continually monitors them is in a position to prevent derailments.
Complacency ranks as one of the top concerns that can sink a relationship. It can prevent a company from seeing it needs to change and grow.
"Don't take any success that you're having for granted," Hillman says. "Take your eye off the ball, the train leaves the tracks, and it's a bumpy road to get back on. When that happens, you lose customers.
"You lose credibility. You jeopardize relationships."
Promises made but not kept are often at the root of failed relationships. Going hand-in-hand with keeping promises is the proper attitude toward standardization.
"A second threat is not maintaining discipline in your decision-making ? deviating from the kinds of types of decisions that have helped you become a success and just becoming less disciplined," Hillman says
While inconsistent discipline is equally a threat as complacency, its effects are different. Sticking to the standards that are ethical and morally right is a desirable quality. Human nature sometimes lets discipline slide just at the moment it may be needed the most.
"Being less disciplined is sort of moving the edges of what are acceptable decisions and non-acceptable decisions out a little bit," Hillman says.
A third major threat is losing touch with your customers. It's often said that the longer a company is around, the greater the danger it has of losing customers. Maintaining a personal connection comes down to building relationships, building trust, keeping promises and delivering.
While maintaining a connection can be a time-consuming process, it is necessary part of a disciplined approach to your business.
"You have to stay connected with your customers," he says. "You have to understand what issues they're dealing with. You can't allow a competitor to come in and drive a wedge between you and your customer."
How to reach: Anthem Blue Cross and Blue Shield in Indiana, (317) 488-6000 or www.anthem.com
Customer service and integrity should be top priorities
Measuring performance ensures consistency
Complacency is a top threat
The Hillman File
Born: I was born in Shelbyville, Ind., and I grew up in a small town called Fairland, now the exit off I-74 for Indiana Live Casino, which growing up in a rural farming community, I thought would never happen.
Education: Purdue University, with a bachelor of science degree in management
What is your definition of success?
Delivering on my promises, the ability to deliver on our promises, to our customers, to our sales associates, to our shareholders, staying true to the company's mission and our core values.
What's the best business advice you've ever received?
You can only lead from the front. There are many people who think they can lead from the back of the pack. To lead from the front, you must lead by example in all that you do. That's a full-time effort. It's not a part-time thing because your customers, your fellow associates or whomever you do business with will see through that in a second.
The second advice is you can't fall off the floor, which has always been to me courage and conviction in your decision-making. If you're confronted with a challenge, you have to make a tough decision and have the courage and conviction to make that decision, particularly if you are the leader of the organization because that is your job.
What was your first job?
It made me not want to be a farmer ? it was baling hay and detasseling corn. I was probably 10 years old, and it's hard to detassel corn when you are only 10. [I wasn't] tall enough. It was $1.55 an hour. I would have rather been paid by the tassel.
How to help an employee reach a goal by being a mentor or coach
It amazes me that corporate America still hasn't learned not to manage people. That's just one practice blocking the path to effective leadership.
Why are so many managers afraid to hire people who are smarter than they are? I suppose it's human nature to be afraid of the comparison, and fearful of being seen as less astute, less creative, less experienced and less … managerial.
In reality, shouldn't your job be to hire people smarter than you are? Isn't it easier to supervise people who don't need a lot of managing?
Think of it this way: If the owner of the company hires managers less smart than he or she is, and each of those managers does the same, pretty soon you have a pretty "dumb" company. I call it "dumbing down" the organization.
Does your organization have a culture of "defer-up" when decisions are to be made? If you are making way too many decisions in your organization, even having the last word on smaller decisions that mid-level managers and employees themselves could be making, something's wrong with the culture in your workplace.
A "defer-up" culture absolves people of making decisions ? and keeps them from getting results. The people that will be dealing with the issue should absolutely have the most say in solving the matter.
Build your dream team
A more evolved idea is to hire the smartest people you can find. In fact, build your dream team ? with the folks that have the strengths you may lack, and have each manager do that down the line.
So if you or anyone in management gets hit by a bus, the organization will be just fine.
Verne Harnish, an author I enjoy, said it best. "A business is simply people doing activities. You lead people and manage their activities. You don't manage people."
Most bosses don't really get this simple rationale behind effective leadership.
As I said earlier, it astounds me that corporate America still hasn't learned not to manage people. One manages his or her environment, manages equipment maintenance, or manages a budget, but one cannot effectively or realistically manage people.
Why don't bosses get it?
Maybe it's because we label so many positions as "managers." These "managers" frequently resort to bossing, pushing or the worst offense, managing by intimidation.
People don't like to be managed. Just as teenagers bristled under parental management, as adults, they hate it more.
Instead of thinking of managing people, consider improving equipment, processes, work environment, benefits, human resource programs, etc. Then hire great people. The rest will take care of itself.
Herb Kelleher, the famous CEO of Southwest Airlines once said, "I'd rather have a company bound by love than by fear." He's absolutely right.
And then mentor …
There's nothing like being a mentor or a coach to your employees. I think it's the icing on the leadership cake.
When you help an employee achieve a goal or coach them to be better, you are giving far more than your time or experience. You are paying your time and experience forward and establishing trust and personal connection. I have found employees appreciate this above almost everything and anything else you can do as a manager.
For example, an employee came to me a couple of years ago, embarrassed that she had never had a checking account. She was a single mother with three kids. Impressed with her frankness and desire to learn, I took her to the nearest bank where she opened a checking account. While we were there, we also talked about establishing credit, and she decided to take the additional step of applying for a credit card.
I'm excited to say in the last few years she bought her first car and then her first home. I can't tell you how rewarding this process was to watch unfold and knowing you played a small part in it.
Mentoring can most certainly extend to helping someone achieve their career goals, even if that means they end up leaving your organization.
David Harding is president and CEO of HardingPoorman Group, a locally owned and operated graphic communications firm in Indianapolis consisting of several integrated companies all under one roof. The company has been voted as one of the "Best Places to Work" in Indiana by the Indiana Chamber of Commerce. Harding can be reached at firstname.lastname@example.com. For more information, go to www.hardingpoorman.com.
How updating your company logo is only one part of a rebranding strategy
Sue Horn and her brothers Michael and David Held knew for some time that their company's logo had an old-fashioned look to it. But updating the logo for Old Trail Printing Co. brought up the question: If you design the logo, why not go for a total rebranding strategy, as well?
Founded in 1928 in Columbus when Main Street was also known as the Old Trail, the company was purchased by Horn's father Bernie Held in 1964. He designed the logo to include a stagecoach as a symbol of the company's early beginnings.
Old Trail Printing had become a $25 million commercial printer, and it was time to enter the 21st Century with a new look and new strategies.
Horn, co-owner and principal, and her brothers started the rebranding project with the familiar business planning method of a SWOT analysis: strengths, weaknesses, opportunities and threats.
"One of our weaknesses was not enough exposure with our logo and our brand," she says. "The logo was definitely a weakness, and we wanted people to see that we are a more forward-looking company than we were back in 1928."
Horn felt it was important to take a fresh approach to how the company was being marketed to current and prospective customers. The company hired an experienced marketing director as an effective way to ensure the campaign got a good start.
"The first thing that our marketing director did when he came on board was to put together the strategy we were going to have to move forward, and part of that strategy was changing our logo," Horn says.
While the 92-employee company was approached by customers who offered to redesign the logo, the marketing team that was assembled to shepherd the project chose to use internal talent to develop a modern logo better reflecting what printers do.
"We were fortunate to have some people in-house that were very creative," Horn says. "But I don't think every company in America has that talent in-house. That's where they would want to reach out to an agency that specializes in branding."
While doing the SWOT analysis, Horn incorporated the company's strengths into the campaign. For example, in addition to promoting the company's services, she promoted the fact that Old Trail Printing had the latest technology, used green manufacturing processes and was the largest woman-owned commercial printer in the Midwest.
Another aspect Horn felt was important to advance was the company's commitment to continuous improvement.
"In today's business environment, being successful is to be constantly looking for ways to be more efficient," Horn says. "Sometimes it can be difficult to create an atmosphere to encourage employees to think outside the box, but through leadership, you've got to encourage them to find how they can do their job the most efficient way and to be continually thinking about that."
Old Trail's website got a facelift and an added bonus — a social network link with Twitter. The company hired an individual familiar with Twitter, Facebook and LinkedIn to help it move forward. The new animated logo is prominently featured on the website home page and adorns promotional materials that help generate enthusiasm about the company.
"Make this an exciting time at your company," Horn says. "Show your solid base of customers that you are committed to bringing more value to them.
"Listen carefully to what they are telling your and respond with a solution that exceeds their expectations.
"Exhibit your company at events like business expos as one more component of your marketing strategy," Horn says. "You have a great story to tell while meeting new businesses and having a conversation about how you can contribute to their own success."
How to reach: Old Trail Printing Co., (614) 433-4852 or www.oldtrailprinting.com
Networking for business
While a company's new marketing initiatives often focus on ways account executives can generate more sales, the plans shouldn't leave out the contributions other employees may be able to make.
"My line of thinking has always been that everyone in a company is a sales representative to a certain degree," says Sue Horn, co-owner and principal of Old Trail Printing Co.
The company recently went through a rebranding effort that featured the first new logo in 47 years and new marketing efforts focused on creating brand awareness and generating solid leads for its sales team.
One initiative to involve more employees in the sales process is through an employee referral program for new business.
Basically, it involves a networking approach. Employees may have friends, relatives and other contacts who may be potential customers. They can use their connections to create a win-win situation for themselves and the company.
"If they bring us a new account opportunity and if we land that account, we actually pay the employee part of the salesman's commission for the first year," Horn says. "We've had employees step up and bring us some opportunities, which has been pretty exciting."
Employees can also contribute to sales efforts in an indirect manner.
"Everybody's a sales representative, and everybody needs to have a positive attitude because when customers visit and prospects tour the facility, they can tell whether you have a happy work force or not," Horn says.
It is often said that you only get one chance to make a first impression, and if a potential customer sees contented workers, if often leave a favorable memory and creates a better chance to make a sale.
"We've had a number of people visit and comment about our plant, and I think it goes back to the pride that the employees have in this company," Horn says.
How to reach: Old Trail Printing Co., (614) 433-4852 or www.oldtrailprinting.com
Solutions 101
One of my favorite entertainment genres is the adventure where the protagonist finds him or herself in an improbable situation. Sometimes this comes in the form of a traditional mystery or detective story, but I also enjoy those that contain a supernatural twist.
In these tales, the "hero" faces two seemingly herculean tasks: Figure out what the heck is going on, and develop a viable solution to the problem.
This genre is intriguing for several reasons.
First, I prefer entertainment that's an escape from reality. Second, these escapes must contain some sort of mystery that lets me follow along and ponder potential solutions. And on both counts I'm willing to accept a step through the looking glass to areas that are, for lack of a better term, "out there."
In the business world, I'm drawn to similar stories, of course, minus the supernatural bent. (Though it would make for a great story if a CEO mentioned her biggest challenge was that her employees kept turning invisible.)
It's always interesting to hear from entrepreneurs and CEOs who, when faced with declining sales, a waning product market or tough competition, recognize that their first course of action must be that deep dive to get below the surface of the problem. These leaders know they need to push past the symptoms to find the root cause — the "What the heck is going on?"
During these journeys — just like in those of the fictional stories — there is almost always a transformational process that follows the aha moment. And it's that transformation that allows the CEO to take a sudden 90-degree turn and attack the problem with a different type of solution.
Understanding a problem isn't always as simple as it seems. Just like in entertainment, initial impressions can be wrong. The real problem can be masked, and figuring out what's really going on so that a true solution can be developed requires stepping back and taking a hard look at the bigger picture.
I recommend thinking like a mystery writer — anticipate the twists and turns that will exist. If you don't take the necessary time to figure out if those declining sales are due to lack of sales activity, a poor product or simply a competitor that is working harder and smarter to steal your clients, you could end up focused on the wrong thing. And when that happens, you'll never solve your own personal mystery.
Contact Publisher and Executive Editor Dustin S. Klein at firstname.lastname@example.com.
The dumbest farmers grow the biggest potatoes
Early in my career, I worked for a CEO who was fond of pontificating about how one doesn't need to always project an image of being the most brilliant, sophisticated businessperson and that this power image could actually be a detriment in certain circumstances. He would conclude his mini-sermon by flashing a smirk and reciting his favorite old German saying: "The dumbest farmers grow the biggest potatoes." I was in my mid-20s in those days, and in hindsight, I most likely didn't fully appreciate my boss's words of wisdom because I had assumed the best tactic was never let them see you sweat, although under your outer layer you were consumed by fear and soaking wet.
Today, that farmer's adage now rings true with me. I have seen executives over the years who, with an exaggerated sense of their own importance, have invariably put their foot in their mouths. These pundits, most always, come across as very slick, certainly articulate know-it-alls who are so impressed with themselves they frequently miss the forest from the trees. Another trait of these self-anointed moguls is that they are usually afraid to ask the questions for which they need answers because they don't want to diminish their image and have those with whom they're working or negotiating think they might not be perfect.
Not seeking the truth or failing to discover the underlying facts can, and often does, play into the hands of the "farmer type" my former mentor idolized. Instead of systematically working to flush out a concept that passes the important "smell tests" or probing to actually determine what works either economically or functionally, the high and mighty will simply wing it because they really think they are smarter than everyone else.
I love negotiating with these types because they never bother with the details, thinking, "who cares," that will be handled by the "little people." This fixation on image and sacrificing substance for form typically results in a lot of money being left on the table primarily because of blinding hubris.
Meanwhile, the mild-mannered farmer with that "aw shucks" persona, who is by no means average, gains the upper hand by asking many different questions and sometimes the same questions, using different words, and doing it more than once. Each inquiry produces a better understanding of the issues and opportunities and how to turn them to his or her favor. While this grunt work is going on, our boy- or girl-wonder is too busy hypothesizing and contemplating about this or that and is only available to hear him or herself speak.
At the end of the meeting, the too-slick-for-their-own-good, buttoned-up types with every hair in place, go off, normally without a clue that they've been had and that the enemy was really themselves.
The old TV cop show "Colombo" and its more modern-day version "Monk" are indicative of how to underwhelm the other side. These detectives on the surface seemingly unaware, a bit disheveled, somewhat babbling and incessantly asked the same question a zillion times in different ways until they get the needed answers to solve the mystery.
How can you use this low-key approach to outwit the competition? First, always do your homework. Give the opposition the benefit of the doubt by assuming they are very good at what they do, and don't underestimate them. It's better to be over prepared and overestimate an opponent's abilities than find yourself on the short end of the discussion because you've failed to fully prepare. And, never ever be afraid to ask any questions. My view is the only dumb question is the one you never ask. So what if the other smart guys snicker at what they perceive as your sophomoric questions? Many times, shrewd businesspeople ask questions even though they know the answer just to learn if the other people in the room know their stuff. Finally, don't be too quick to volunteer information. It's much better to be a good listener and learn as you go, than to be a fast talker.
When you harvest your next crop, be sure you produce the biggest potatoes by knowing what you don't know and being smart enough to understand how and when to ask the right questions. Doing this will produce an abundant yield more times than not.
Michael Feuer co-founded OfficeMax in 1988, starting with one store and $20,000 of his own money. During a 16-year span, Feuer, as CEO, grew the company to almost 1,000 stores worldwide with annual sales of approximately $5 billion before selling this retail giant for almost $1.5 billion in December 2003. In 2010, Feuer launched another retail concept, Max-Wellness, a first of its kind chain featuring more than 7,000 products for head-to-toe care. Feuer serves on a number of corporate and philanthropic boards and is a frequent speaker on business, marketing and building entrepreneurial enterprises. Reach him with comments at firstname.lastname@example.com.
A unique new book with an unorthodox, yet proven approach to achieving extraordinary success.
What does it take to grow rapidly and effectively from mind to market?
This book offers an unconventional philosophy for starting and building a business that exceeds your own expectations. Beating the competition is never easy. That's why it requires a benevolent dictator.
Published by John Wiley & Sons. Coming June 7th. Pre order online now at: www.thebenevolentdictator.biz
Also available wherever books and eBooks are sold, and from Smart Business Magazine and www.SBNOnline.com. Contact Dustin S. Klein of Smart Business at (800) 988-4726 for bulk order special pricing.
Put it in writing
If you had the chance to share with your peers a great way to handle a particular business problem, would you do it? Most of us would say yes, because most people like to help others and share their successes.
For instance, Michael Feuer, the founder of OfficeMax and our longtime columnist, has a book available this month that shares more than 40 business lessons he has learned while taking his company from a startup to more than $5 billion in sales. He covers everything from getting through the startup phase to selling a business. No matter what phase of business you are in, there are best practices that you can learn from someone who has already been there.
I'm proud to say that this book is from our book division, where we help top leaders translate their ideas into print.
These books aren't about bragging about successes — they are about helping others learn lessons that can be slow and difficult to learn without guidance. Think of them more like business textbooks where you are the professor, helping people eager to learn or grasp complex issues.
Even longtime CEOs of highly successful companies are always on the lookout for new ways to handle old situations. Maybe you could be the one that teaches Jack Welch something new about how to handle employees, but that can only happen if you attempt to share your ideas with others.
Books can also be a great way to share your broader leadership concepts with your employees. When you have hundreds or thousands of employees, getting all of them to understand your strategy can be difficult when it's in the form of short e-mails, videos or town-hall discussions. A book is a great way to explain the intricacies of your strategies and share lessons learned with your junior executives so they don't repeat the same mistakes you did when you were coming up through the ranks. You can teach them firsthand how to navigate negotiations, difficult employees or tough customers, all without ever leaving your office. What better way to educate employees about your company than to explain in detail your rationale for how you go about making decisions and how you develop strategy? If getting employee and customer feedback is important to you, you can illustrate the book with examples of how to effectively do it so your managers can carry the message throughout the company.
Employees aren't the only ones who can benefit. Longtime customers might be interested to know how you think so they can better craft solutions and products that fit your vision. When they better understand where you are going, new partnerships might open up opportunities for both of you.
A lot of CEOs think about writing a book, but few ever get around to it. The No. 1 reason is a lack of time. But when you have someone else helping you shape your general ideas and guiding you through the process, it doesn't take as much time as you might think. It's like any other transaction — when you have someone helping you through the process, it moves much faster than trying to figure it all out on your own.
Michael Feuer took the time to pen the secrets to his success, and the result is an outstanding collection of tips that even the most experienced CEO can learn from. It's not only an entertaining read, but it will also help you run your business better. I highly recommend it.
If you've ever dreamed of putting your ideas to paper to help others find the same road to success you've found, why not make a commitment to doing it now? We've been helping CEOs convey their best ideas to the business world for more than 20 years now in various media. Shouldn't you be next?
For more information about how the Smart Business Book Division can help you, please call (440) 250-7026.
For more information on Michael Feuer's book, "The Benevolent Dictator," go to www.thebenevolentdictator.biz.
FRED KOURY is president and CEO of Smart Business Network Inc. Reach him with your comments at (800) 988-4726 or firstname.lastname@example.com.
Business activity hits February freeze
Deal activity among both strategic and financial buyers dropped off significantly in February. This slowdown in deal volume was due in large part to the rush to get deals done by the end of 2010, which was driven by the fear of tax changes that never occurred.
Strategic buyers led the way in the second month of 2011 by focusing on smaller deals. The Euclid Chemical Co. bought LaFayette, Ga.-based PSI Packaging Inc., which has annual sales of approximately $6 million. Euclid Chemical is a Cleveland producer of micro and macro fibers for the ready-mixed and precast concrete market and subsidiary of RPM International Inc. The move is expected to add a complementary product line and boost manufacturing capacity and expertise for Euclid Chemical.
Cleveland-area Hartland Payments Systems Inc., the fifth-largest payment processor in the country, sold a small portfolio of merchant customers to Sage Payment Solutions, which furthers Sage's strategic growth goals. I.D. Images LLC, the Brunswick-based and industry-leading producer of variable information printed labels, closed its third strategic acquisition in the last 18 months and expanded its presence in the Southeast with its purchase of Heather Label Inc. of North Carolina.
In a move to continue its transformation and portfolio repositioning, Cleveland-area PolyOne Corp., a premier provider of specialized polymer materials, services and solutions, sold its stake in Sunbelt Chlor Alkali Partnership to Olin Corp. for $175 million. In addition, Smart Business Network Inc. acquired Cleveland-area Wise Group to further expand its Smart Business Content Marketing Division.
As the inventory of quality targets increase later in the year, look for more strategic buyers to come off the sidelines, rested and ready to make quality acquisitions.
Private equity firms were also active in February, although not nearly at the same level as they were in the fourth quarter of last year. Chicago-based private equity firm Pfingsten Partners, LLC acquired Independence-based TPC Wire & Cable Corp., a leading distributor of industrial wire and cable, from private equity firm Premier Farnell plc for approximately $43 million. Pfingsten Partners investment in TPC is aimed at capitalizing on TPC's market opportunities and growth potential.
James M. Hill is a director on the ACG Cleveland board. He is also executive chairman, a partner and the chairman of the private equity practice of the law firm of Benesch, Friedlander, Coplan & Aronoff. For more information about the Association for Corporate Growth, visit http://chapters.acg.org/cleveland.
Deal of the Month
February's deal of the month is Mayfield Heights-based Linsalata Capital Partners Inc.'s purchase of NeuroTherm Inc., a leading manufacturer of interventional pain management products. In addition to marking Linsalata's fifth platform company acquisition in the last 13 months, the purchase of NeuroTherm is Linsalata's first platform investment in the health care field. Congratulations to the Linsalata team on embarking into the health care sector.


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- Name That Company to Dazzling Success Entrepreneur
Best executive MBA programs 2013
The Economist has made its first ranking of the world's best executive MBA programs, looking at 27 criteria, including quality of students and faculty, percentage of students who receive promotions on graduation, and average salary increase graduates can expect. Which of the world's EMBAs took top spot? That of a Canadian school that, it's fair to say, has just made its name.
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Flute World
America's #1 flute specialty house since 1983.
An American composer, she is also a flutist and an experienced conductor of flute ensembles. Andean Hop-Scotch is bright, up-tempo and filled with joyful sounds. It has several fun themes such as a tango, a rhythmic flute ostinato and a playful interlocking melody for the flutes reminiscent of the game hop-scotch. The piece also evokes the sounds of innocent children happily at play in an Andean community on a Sunday afternoon, and is accompanied by a simple drum and gourd which can be played by the conductor.
(Parts 3 & 6 may sub Bass Flute)


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SAB executive appointments - Norman Adami, Pete Lloyd, Mike Simms and others
14 August 2000
Graham Mackay, Chief Executive of South African Breweries plc ("SAB"), has announced the following senior executive appointments, all of which take effect from 1 October 2000:
Pete Lloyd, currently Managing Director of SAB Europe, will be moving to the United Kingdom to take up a newly created position, head of Organisational Development, and will drive and coordinate the many aspects in the completion of SAB's move to a focused and integrated beverage business. This position includes particular responsibility for the establishment of strategic manpower planning and systems, as well as brand custodianship.
Mr Lloyd will remain responsible for Pilsner Urquell International, run by Mark Luce, and SAB's import operations in the USA, headed by Barry Smith, previously Managing Director of SAB Poland.
Mike Simms, currently chairman of Other Beverage Interests in South Africa, will succeed Pete Lloyd as Managing Director of SAB Europe. Mr Simms spent 12 years in SAB's South African beer operations, before he took over the responsibility for the group's Other Beverages, both in South Africa and internationally.
Dr Alan Clark, currently Marketing Director of Beer South Africa, will take up the position of Chief Executive of SAB's Soft Drinks Division, with responsibility for Amalgamated Beverage Industries Limited (ABI) and Appletiser. Following the restructuring and other rationalisation in Other Beverage Interests, the division will be renamed as SAB's "Soft Drinks Division". Dr Clark will join the SAB plc Executive Committee and report directly to Graham Mackay.
It is intended that Alan Clark will also lead ABI as chief executive, with clearance from the ABI Board. In this capacity, he succeeds Trent Odgers, who will be taking over as Managing Director of SAB Poland from Barry Smith.
Barry Smith has been appointed President and CEO of a new company, SAB USA Inc, responsible for overseeing all of SAB's interests in the USA and will be based in New Jersey.
The new Marketing Director for Beer SA will be announced in due course.
Norman Adami will succeed Graham Mackay as Chairman of the board of The South African Breweries Ltd, and will continue to serve as its executive head. Mr Mackay will take over the chairmanship of ABI.
Pete Lloyd, Mike Simms and Norman Adami all remain on the board of South African Breweries plc, and will continue to serve as members of the Executive Committee.
"These appointments in the SAB plc executive team underwrite SAB's commitment to strengthen its stronghold in the markets it has entered and reflects the versatility and flexibility of the SAB management team to serve the group in different capacities", said Graham Mackay.
|For more information:
|Corporate Communications Department
Tel. +27 11 407 1718
Rupert Young
Brunswick Group Limited
Tel. +44 207 404 5959


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AMERICUS, Ga. – The University of North Georgia men's basketball team locked up the No. 2 seed out of the West Division in the upcoming Peach Belt Conference Basketball Championships Saturday, but still fell 92-80 at the hands of Georgia Southwestern State University Saturday evening in the regular-season finale.
The Hurricanes (13-13, 9-10 PBC) were playing for the No. 3 seed when they took down the Saints (15-11, 10-9 PBC) after Clayton State University fell Saturday at the hands of Columbus State University.
Despite the loss, the Saints will be making their first appearance in the PBC Tournament since the 2009-10 season. North Georgia will be the No. 2 seed as Young Harris College, which finished the regular-season second in the West Division, is inelligible for post-season play. The Saints will take on the No 3 seed out of the East, Armstrong Atlantic State University.
The Saints shot 40.7% (24-59) from the field and 34.8% (8-23) from three-point range, but the Hurricanes were a solid 53.1% (26-49) from the field and hit seven of their 13 three-point attempts (53.8%).
North Georgia was led by four players in double figures including Lamar Richardson's 16 points. The junior guard shot 6-15 from the field and made a game-high-tying three treys, beating out Scott Windom by one point for most points scored on the team.
Windom ended the night shooting 5-10 from the field and 4-5 from the charity stripe as he netted 15 points and brought down two rebounds. Chris Tanzy had 12 points and Ishmael Hollis ended the contest with 11 points and eight rebounds.
Georgia Southwestern received a double-double performance from Milos Kleut as he scored 21 points and corralled in a game-high 10 rebounds.
Jamon Hawkins led all scorers with 22 points while Matt Shaw finished with 20 and Alan Arnett ended the 40 minutes with 19.
The Hurricanes led nearly from the opening tip through the end of the game, but the Saints did manage a short lead early in the first half.
From there, Georgia Southwestern was able to hold onto the lead for the remainder of the game, extending their lead out to double-digits at several points, including their largest lead of 17 with 4:34 remaining in the game.


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Fabricated from premium polyethylene resin to resist stress cracking and to ensure long-term durability


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Noisey Blog
Joey Bada$$ Showed Us Around His High School
Joey Bada$$ is still in high school, but he's already spitting game stronger than rappers twice his age. We headed to Edward R. Murrow high school in Brooklyn, NY to meet Joey and the Pro-Era Crew.
Deniro Farrar: Notice - Cult Rap - Part 3/4
Deniro Discusses How Cult Rap is a Genre of Music That Connects With the Listener Through Social Commentary
Insanely Close and Personal With the Brian Jonestown Massacre
I met Katy Newcombe when we were both fifteen. Now I see her presence lurking within magazine features, disguised as the words "Anton's teenage Welsh bride."
Courtney Barnett Told Us How to Stop Writing Terrible Poetry and Land a Record Deal
We talked to the Australian singer about art school and why trying to write good songs just leads to writing bad ones.
Turn Up to Keys N Krates' Diplo & Friends Mix
Occasionally, we the at Noisey will kindly request that you drop whatever you're doing and turn the goddamn motherfuck up. Now is one of those times.
Meet Amos: The Man Who Designs Moog's Wonderful Toys
Moogfest takes place in North Carolina this Wednesday and boasts a lineup including M.I.A., Giorgio Moroder, Kraftwerk, Dan Deacon and many more. So we talked to the man who dreams up synths.
I Went to Bogotá in Colombia For Festival Estéreo Picnic and Danced For Days
Noisey ditched North America for South to eat endless empanadas, catch up with Julian Casablancas backstage, get winded while dancing to Phoenix and find out more about Colombia's music scene.
Give Life Back to Fhqwhgads
How a Strong Bad/Daft Punk mash-up album helped bring out the magic in 'Random Access Memories.'
HEARTSREVOLUTION Talk Pop Culture, Feminism, and Michael Jackson's Crystals
"This is our love letter to this generation. It's an invitation to a conversation…"
Behind the Lens: Sky Ferreira Is Not Racist
Discussing Sky Ferreira's video for "I Blame Myself" with director Grant Singer.
Lifting the Curse off Necrophobic, Swedish Death Metal's Forgotten Sons
After years of misfortune and tragedy, the overlooked band Necrophobic might finally be catching a break.


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Floor Maps and Tours
Download our Visitor Map and learn about what you want to see before you arrive at The Field Museum. We also have International Maps available in eight different languages.
Museum Highlight Tours
Enjoy a guided tour of some of the Museum's most popular, famous and unique exhibitions. Hear the stories behind these fascinating treasures from nature and human culture. Check the information desk in Stanley Field Hall for tour schedules.
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