tag:blogger.com,1999:blog-72901553404558874952024-03-13T20:23:46.272-07:00Phil Hauck's TEC BlogFirst-hand insights from dealing with local Fitness/Wellness programs, county social issues, and TEC CEO Group best practices for members.Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.comBlogger193125tag:blogger.com,1999:blog-7290155340455887495.post-23546901024572324862019-10-05T10:31:00.003-07:002019-10-05T10:31:22.365-07:00Bob Chapman's Leadership Approach <div style="font-family: "Times New Roman";">
<span class="Apple-tab-span" style="font-size: 12px; white-space: pre;"> </span><span style="font-size: x-small;">St. Norbert's Schneider Business School recently sponsored renowned businessman Bob Chapman for a day to talk about his excellent approaches to Leadership, and his examples of how they create vibrant organizations of mentally healthy and unusually productive employees.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span><b>His counterpoints were severe </b>… that today’s workplaces are centers of high anxiety, that ownership and leadership are “Me-centered”, focused only on shareholder success, seeing employees as functions necessary to ownership success, that there is an “epidemic of anguish”, with statistics that support this … 74% of employees become sick at work due to anxiety and distress, 88% go home feeling not valued.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>Management, he said, is interpreted as “manipulation of others for your success.”</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>“I watched a group of enthusiastic employees, as their 8 AM start came closer and they had to go into the office, and saw their energy drain out of them.”</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>“ We aren’t taught how to work with people as people with energy and soul."</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="font-family: "Times New Roman"; white-space: pre;"> </span><span style="font-family: Times New Roman;"><b>Bob Chapman To The Rescue!</b></span></span></div>
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<span style="font-size: x-small;">* * * * * * *</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>But his messages/approaches/philosophies/bromides are actually wonderful and right on!</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>And his record of accomplishment is very impressive. Today, his St. Louis-based Barry-Wehmiller has expanded with 100 acquisitions, mostly manufacturers like Paper Converting here in Green Bay, grossing $3 billion in revenues and 12,000 employees. Today, he says that Harvard Business School and McKinsey are doctoring their teachings to include his approaches.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>One can argue that the application of his approaches is not consistent at his various operations, but chalk that up to the challenges of growth and re-training managers to apply them consistently.</span></div>
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<u class=""><span style="font-size: x-small;"><b>Insights</b></span></u></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• He titles his comments, “The PRIVILEGE of Leadership.”</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Your job as a leader is to be the steward of the people you are leading, to help them discover, develop and share their gifts.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• When you hire a person, gather his/her family and promise to nurture those gifts.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Our greatest act of charity is not the check you write, but how well you treat the many people you lead.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• You CAN make work FUN!</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• The foundation of our leadership development is “empathetic listening.” I thought when you saw a problem, you went and talked it over. No, it starts with questions and empathetic listening.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Yes, we all have to create VALUE …</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Yes, we need ways to keep score, to know we are meeting daily goals.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Every Sunday, we go and listen to our preacher and his/her message on how to act right for an hour. As Leaders, we have a FORTY TIMES greater opportunity each week to influence people. We must be intentional in using that opportunity.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• At a wedding, what the father-of-the-bride is really thinking: You better continue our efforts to nurture her growth, and health and development that we just spent 20 years at!</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Parenting and Leadership are identical.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• You pay people for their hands to do the work, yet they’ll give you their heads and hearts for free … if you can figure out how to do it.</span></div>
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<u class=""><span style="font-size: x-small;">Some Other Thoughts</span></u></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Who they ARE and what they DO ... matter.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Listenig is both the most critical leadership skill … AND the most powerful act of CARING.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Recognition and Celebration are essential tasks of leadership.</span></div>
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<span style="font-size: x-small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Lead like the Leader you want your children to have.</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-49978949128973591692019-10-05T10:23:00.000-07:002019-10-05T10:23:23.686-07:00On Making Impactful Social Media Content ... Using It To Sell!<div class="" style="font-family: TimesNewRomanPSMT; font-size: 14px;">
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• <b><u> On Making Impactful Social Media Content </u></b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Make sure there are people in any photo, using your product.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Show what the product ACCOMPLISHES!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Technique: Show the Worst Scenario that people experience, that resonates with them … and then the Great Scenario that you provide. Try to get “feeling” into the photos.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Social Media providers (Facebook, Google, etc.) have their algorithms elevate items with content that is Celebratory, contains Life Milestones, or shows Engagement.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>(Source: Chris Burns, BConnected, Appleton)</div>
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<b><u>• For Salespeople: Using Social Media To Sell</u></b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>First, create Awareness of who you are, where to find you, what you do.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Second, create Micro-Commitments … little opportunities you provide them (an insightful article, a referral to more information, attending a workshop) that stimulate a response of some sort. Keep these coming; creates positive visibility.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Note: Whereas most of these are “broadcasts” to your email list, periodically you can send a personalized one: “Hey, I was just in your business and Tim handled me really well.” “Ran into this information. May be grist for a good discussion about your challenge when we see each other next."</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Third, create a Logical Conclusion: Make an offer to talk further about a topic you’re providing information about. Where your expertise is. Be relevant to the prospect’s pain.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>(Source: Matt Middendorp, selling consultant to banks and an officer of American National Bank Fox Cities.)</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-89074673859851320522019-10-05T10:05:00.002-07:002019-10-05T10:05:25.235-07:00Libraries and "Late Fees" on Books ...In a recent Wall Street Journal article:<br />
<span style="font-size: x-small;"><span style="caret-color: rgb(34, 34, 34); color: #222222; font-family: Georgia, serif; font-weight: 700; letter-spacing: -0.10000000149011612px;">"Libraries battling</span><span style="background-color: white; caret-color: rgb(34, 34, 34); color: #222222; font-family: Georgia, serif; letter-spacing: -0.10000000149011612px;"> to retain borrowers in the digital age are ending late fees, a change intended to ease the shame and dread of returning overdue books."</span></span><br />
<span style="background-color: white; caret-color: rgb(34, 34, 34); color: #222222; font-family: Georgia, serif; letter-spacing: -0.10000000149011612px;"><span style="font-size: x-small;"><br /></span></span>
<span style="background-color: white;"><span style="color: #222222; font-family: Georgia, serif; font-size: x-small;"><span style="caret-color: rgb(34, 34, 34); letter-spacing: -0.10000000149011612px;">It's a way to make libraries once again a "safe place" for them.</span></span></span>Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-45981923538018919222019-07-24T05:33:00.002-07:002019-07-24T05:33:40.769-07:00About the Power Outage This Past Weekend<div style="font-family: "Times New Roman";">
We were out for 32 hours … from 11:30 AM on Saturday until Sunday evening.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>It’s a wakeup call to how much we depend on electricity being there!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>No hot coffee when I woke up. Only cold water for washing dishes in the sink. Couldn't wash or dry dirty, sweaty clothes.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>When I walked into a darkened room, or went to the basement, I flipped on the switch, and NOTHING!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>It was hot and muggy. But all I could do was sit there … no fan to turn on, no air conditioner to turn on.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>No computer … where I do much of my reading.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Couldn’t watch the British Open!!!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Freezing shower! Quickest one I’ve ever taken. No hot water.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>When I went to bed, completely still. No fan to get the air moving. Muggy.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Then, the freezer food and refrigerator food began to melt/heat up. Spent Sunday afternoon taking food to three friends who had room in their freezers.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>And then, five hours later, the electricity went back on.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-31921222643099944692019-07-24T05:31:00.002-07:002019-07-24T05:31:26.122-07:00On FoxConn<div style="font-family: "Times New Roman";">
<span class="Apple-tab-span" style="white-space: pre;"> </span>I belong to the Independent Business Assn. of Wisconsin, a Milwaukee-based group, and at a recent monthly breakfast meeting they had as speakers on the current status of FoxConn two people from Mt. Pleasant, the municipality in which it exists. One was the economic development manager, and the other was their hired, very experienced project manager for the FoxConn project.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>I wanted insights into what is really happening there, and I think they provided it.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Keep in mind that FoxConn is already assembling TV screens there for a number of customers (not manufacturing them, assembling them).</div>
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1. Yes, they will no longer make the 65" TV screens there, but rather the ones up to 36”. The market for the larger ones is slowing, and they already make them elsewhere. (Note: There currently are NO manufacturing facilities for TV screens left in the U.S.; this will be the only one here.)</div>
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2. Mt. Pleasant has purchased the 3,000+ acres that make up the FoxConn footprint … and FoxConn has first option on any purchases.</div>
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3. They are currently developing a southern 850-acre property, on which the million-square-foot slab has been poured. They have one building up, primarily used right now to warehouse equipment and product. They expect to have all their buildings up by late fall, and completed and ready for operation beginning in Fall 2020.</div>
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4. The project manager meets weekly with every major construction manager to review progress against the timetable. It includes representatives of the interested state agencies: DOT, DNR, etc.</div>
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5. The only water that will leave the property will be for storm and sewer drainage. All of the water used in production processes, which will also include hazardous metals, will be processed in a self-contained facility. Some of the materials will be re-used, others will be appropriately land-filled, and the water will be re-used. The cost is $30 million for the facility, and about $7 million of annual operating expenses to do this.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> — All state and federal environmental regulations are being complied with.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> — Mitigation of wetlands was done at 2X the required amount.</div>
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6. He cited the incredibly impressive numbers regarding the amount of dirt moved, size of electric substations, and other infrastructure development.</div>
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7. State ubsidies will be provided only after the agreed numbers are in place.</div>
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8. While the cost of the subsidies is large, yielding a lengthy payback period, the amount of additional development in Racine County will be very impressive … currently estimated at $750 million. Example: Three hospitals are building along Hiway 20 near the project. Property values are already increasing.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>In other words, a lot more positives than we hear in the media.</div>
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One other thing: Be aware that there is no longer a TV screen manufacturing plant in the U.S. This will bring this type of manufacturing back here. The rumor is that FoxConn has a huge contract with GM to manufacture at this facility the dashboard screens and panel screens for their cars.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-57421003199227187142019-07-24T05:29:00.000-07:002019-07-24T05:29:18.777-07:00On Succession Planning: It’s NOT Hard, so why doesn’t everyone do it?<div style="font-family: "Times New Roman";">
One of my Vistage groups has formed a group of their OD/HR people, meeting semi-monthly to share ideas on topics of interest.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>At the most recent one, I shared my frustration as to why every company isn’t formally, with a process, doing both Succession Planning and its related counterpart, Employee Development.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>So, what’s the trigger to stimulate it being embraced, since it’s not the “obvious rightness” of it? They said …</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> • Turnover … important leaders and future leaders are leaving.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> • Outsiders telling the CEO the company isn’t competitive.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> • Low morale/engagement based on Employee Engagement Surveys.</div>
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Another question: <b>What’s the process for getting Succession Planning started?</b> They said …</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>1. Retain/Appoint someone to be take on administration/championing of Succession Planning as part of his/her job.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>2. Work with the Unit Mgr. and direct reports. Analyze the current person in each position for “seeable” events like retirement. Also, think about the organization structure 3-5 years hence … will expansion add additional positions, and when.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>3. Assign two people as the successors for each position. Are two available? Ask them if they are interested in being groomed/developed for that job.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>4. Knowing the Competencies needed for the job, at a performance level of 7-8 on a 10-Pt. scale, develop a Development Plan for each person laser-focused on reaching an acceptable performance level to be promoted to the job. How many years away from “acceptability” is each person.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>5. At least semi-annually, the Unit Mgr. and direct reports meet to update the chart regarding each person, and to make revisions as needed. If there aren’t two people in development, begin recruiting.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-31655929725377410292019-07-24T05:28:00.000-07:002019-07-24T05:39:17.474-07:00Some Selling Tips<div style="font-family: "Times New Roman";">
<span class="Apple-tab-span" style="font-size: 12px; white-space: pre;"> </span>Tony Hoslet, who owns a Sandler Selling Training franchise in Green Bay, spoke to a Training Camp session of the Packers Mentor/Protege program recently. <span style="font-size: 12px;"> </span></div>
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Sandler has an excellent, detailed, structured process. Among his points:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> • Set an Up-Front Contract</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>We can stop this conversation at any point.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> "</span>At the end, let’s decide on the next step: 1. No next step. 2. Maybe … I’ll get back to you by (date). 3. Let’s keep talking … set a date."</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Why I’m here: I’m seeking your pain explanation, your goals, your vision, how you’ll decide on your next step. We may or may not get to money, to your budget.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Also: To learn your agenda. What do you want out of this meeting?</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• Build a relationship … a meeting of shared values, including business values. Transparency will be a very important result; otherwise, the prospect will hold back information.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-11668548661267411022019-07-24T05:26:00.002-07:002019-07-24T05:26:34.566-07:00Effective Performance Management<div style="font-family: "Times New Roman"; font-size: 14px;">
<span style="font-family: TimesNewRomanPSMT;"><span style="font-size: small;">UWGB business professor Dianne Murphy, made this point about a key element of effective Performance Management to a recent Packers Mentor/Protege Training Camp session:</span></span><div class="" style="font-family: TimesNewRomanPSMT;">
<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>A KEY is more frequent use of Check-Ins with each of your direct report leaders, WEEKLY! </span><span style="font-size: inherit;">“I don’t have time to do it this often.” “Yes, you do. This is a key, too-infrequently-used component of Leadership.”</span></div>
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<span style="font-size: inherit;"><span class="Apple-tab-span" style="white-space: pre;"> </span>A Check-In is a 5-7 minute informal conversation that goes like this:</span></div>
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<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>Ask: What are you working on, with emphasis on your three most important objectives?</span></div>
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<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>Ask: How can I help?</span></div>
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<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>Provide any coaching advice.</span></div>
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<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>AND: Tell me what and what each of your direct reports worked on last week? </span><span style="font-size: inherit;">It lets the person know you care and are noticing.</span></div>
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<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span>For more, go to:</span></div>
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<span style="font-size: small;"><span class="Apple-tab-span" style="white-space: pre;"> </span><a class="" href="https://stories.quercusapp.com/how-deloitte-reinvented-its-performance-management-process-7f87be164f84">https://stories.quercusapp.com/how-deloitte-reinvented-its-performance-management-process-7f87be164f84</a></span></div>
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<br class="Apple-interchange-newline" />Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-71730072390598847022019-07-24T05:25:00.001-07:002019-07-24T05:25:47.057-07:00On Politics: Rise of the Senior Class, Wage Stagnation Fake News<div style="font-family: "times new roman";">
• <b>In less than a decade, the U.S. population under 30 will be majority non-white.</b> (Source: University of Minnesota research)</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>From Phil: I saw this in spades during a recent trip to NYC … we were clearly a minority wherever we went, except expensive restaurants, where we were barely a majority, and the service crew was definitely non-white.</div>
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• Regarding the mammoth Generation X and Millennial generations that will be voting in 2020, the rising tide, more progressive in their values and more Democratic in their voting habits. <b>Not completely true,</b> notes a WSJ column. <b>The old are the future. </b> The largest increases in voting by age groups in the past few elections have come from those over 65. In 2016, the number of voters over 65 out-numbered those between 18-34 for the first time ever. In 2020, it will be by an even greater amount. And they still vote in larger percentages than do the younger voters.</div>
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• <b>More Fake News: The Myth of Wage Stagnation</b></div>
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<span class="Apple-tab-span" style="font-family: "times new roman"; white-space: pre;"> </span><span style="font-family: "times new roman";">In a WSJ article, a former U.S. Senator and a former BLS honcho said that </span><b><span style="font-family: "times" , "times new roman" , serif;">the contention that wages have stagnated misrepresents the full truth. </span></b><span style="font-family: "times new roman";"> Yes, BLS data show that production/nonsupervisory employee average hourly earnings peaked in October 1972 are were at the same inflation-adjusted level in March 2019. But … the authors contend the effective buying power of the March wages is at least 70% higher. It certainly feels like that. 5% of the difference is due to additional worker benefits, which comprise 30% of wages and aren’t counted in the earnings calculation. Most of the rest is due to the higher efficiency and quality of what is bought at the same price. There have been major increases in productivity value in air travel and the market basket of goods, an additional 27%. Then there’s the greater value of new products like the smart phones and other smart technological gadgets, or of better medical devices and drugs, or of better houses, or cars, or .... There are additional factors, too, that get warped by different methods of calculating price increases relative to value. In essence, they say, what we get for the average wage today is vastly greater than what we got for a comparable wage back in 1972.</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-14451733217359709212019-07-24T05:18:00.001-07:002019-07-24T05:25:27.655-07:00Quotes from TEC/Vistage Guru Pat Murray<div align="center" style="caret-color: rgb(102, 102, 102); color: #666666; font-family: inherit; font-size: 14px; font-style: inherit; margin-bottom: 10px; text-align: center;">
<span style="font-size: small;">Nothing happens without taking risks</span></div>
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<span style="font-family: inherit; font-size: inherit; font-style: inherit;">People never resist their own ideas</span></div>
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<span style="font-size: small;">Look into your assumptions when it’s not going right</span></div>
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<span style="font-family: inherit;"><span style="font-size: small;">To assume you know what’s best for someone else is insulting</span></span></div>
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<span style="font-family: inherit;"><span style="font-size: small;">Coaching without permission is abuse</span></span></div>
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<span style="font-size: small;">The chief cause of problems are (previous) solutions</span></div>
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<span style="font-size: small;">Most people can only see what they already know</span></div>
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<span style="font-size: small;">If you want clarity, be slow to understand</span></div>
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<span style="font-size: small;">One thing to remember in managing risk, never ever violate yourself</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-49264154475866687682019-01-02T09:32:00.002-08:002019-01-02T09:32:48.393-08:00Phil's January 2019 Blog ... A Bit Too Much??<div style="font-family: "Times New Roman"; font-size: 14px;">
<span class="Apple-tab-span" style="white-space: pre;"> </span>It’s been awhile since I last created a blog … primarily composed of interesting things I’ve heard and read … and sometimes a comment on a political view trend.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Here’s an update:</div>
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<span style="font-family: TimesNewRomanPSMT;"><b>From TEC/Vistage speaker Holly Green, on FOCUS:</b></span></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Winning in business requires focus … for ourselves and our organizations. Start each morning by asking, “Of what I plan to do today, what will get me closer to my definition of winning?” Then, organize your day around the tasks and activities that move you closer to your goals, while letting go of those that are less valuable.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>To keep the organization focused, make sure all employees know:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>THEIR THREE primary objectives for the week/quarter/year.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>How they will have succeeded at the end of these periods.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>How their job responsibilities support the organization reaching its destination.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Our world may be driving to new levels of chaos and uncertainty, but that doesn’t have to get in the way of achieving our goals. By pausing, thinking, and focusing, we can manage our innate need for certainty and closure in a way that doesn’t prevent us from winning.</div>
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<span style="font-family: TimesNewRomanPSMT;"><b>Tom Foster’s Blog</b></span></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Do you get this? He hits me several times a week with VERY QUICK model dialogues about problems with supervision. I think they’re great, and on the mark. Great for forwarding to your management team!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Consider it:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Read example blogs: <a href="http://managementblog/">http://managementblog</a>.org</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>To subscribe for free: <a href="http://managementblog.org/mailinglist/">http://managementblog.org/mailinglist/</a></div>
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<span style="font-family: TimesNewRomanPSMT;"><b>Health System Insights</b></span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">Therese Pandl, CEO of Hospital Sisters hospitals in N.E.W., made these interesting points in a talk to the Bay Area Community Council recently:</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• Who are the Payors, the reimburses for HSHS: Medicare 43%, Medicaid 14%, Insurers 34%,</span></div>
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<span style="font-family: TimesNewRomanPSMT;"> Self-Pay and </span><span style="font-family: TimesNewRomanPSMT;">Other, 9%.</span></div>
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<span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• Today, after making considerable efficiency initiatives over the years, the hospitals operate</span></div>
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<span style="font-family: TimesNewRomanPSMT;"> break-even at </span><span style="font-family: TimesNewRomanPSMT;">Medicare reimbursement levels. They have to make more than that to </span></div>
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<span style="font-family: TimesNewRomanPSMT;"> have dollars for technology </span><span style="font-family: TimesNewRomanPSMT;">investments. Medicaid reimbursement is still 35% below</span></div>
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<span style="font-family: TimesNewRomanPSMT;"> actual costs.</span></div>
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<span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• U.S. spending on the medical system is still very high at 17% of GDP, well above the next</span></div>
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<span style="font-family: TimesNewRomanPSMT;"> highest developed </span><span style="font-family: TimesNewRomanPSMT;">country, France, at 12%. Most other developed countries are in the</span></div>
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<span style="font-family: TimesNewRomanPSMT;"> 10% range. We still have a VERY </span><span style="font-family: TimesNewRomanPSMT;">LARGE problem/opportunity. But: Whose ox do </span></div>
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<span style="font-family: TimesNewRomanPSMT;"> we gore?</span></div>
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<span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• Research on why and who from Single Payer (i.e., government) For All is being suggested: </span></div>
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<span style="font-family: TimesNewRomanPSMT;"> From the 12% </span><span style="font-family: TimesNewRomanPSMT;">still uninsured, the 16% insured but can’t afford it, and general confusion </span></div>
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<span style="font-family: TimesNewRomanPSMT;"> on how the system works </span><span style="font-family: TimesNewRomanPSMT;">(actually, </span><span style="font-family: TimesNewRomanPSMT;">doesn’t work).</span></div>
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<span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• Community Efforts should be: (1) Improving Personal Health Lifestyles, and (20)Stopping </span></div>
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<span style="font-family: TimesNewRomanPSMT;"> the Opioid/Meth </span><span style="font-family: TimesNewRomanPSMT;">progression.</span></div>
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<b>Quickies:</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• <span style="font-family: TimesNewRomanPSMT;">Brought to me by Anna Steinfest, head of the Packers Mentor/Protege program: </span><span style="font-family: TimesNewRomanPSMT;">“You are not </span></div>
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<span style="font-family: TimesNewRomanPSMT;"> paid by how hard you work. You are paid by how hard you are to replace.</span><span style="font-family: TimesNewRomanPSMT;">”</span></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• <span style="font-family: TimesNewRomanPSMT;">Three Ways to Start a Speech, by Conor Neill:</span></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>3. With a question that matters to the audience!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>2. A factoid that shocks! “There are more people alive today than have ever died."</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>1. (Same way you start a story for a child): “Once upon a time, …” The person leans </div>
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forward and engages. It’s a story!!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span> A story from your own life about why this topic/point is important for you!</div>
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<u><b>A Little Political</b></u></div>
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<b>U.S. Representative Mike Gallagher’s great article in The Atlantic, where he explains why Congress is ineffective</b>, and three suggestions for making it much more effective … which won’t happen, of course:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span><a class="" href="https://na01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.theatlantic.com%2Fideas%2Farchive%2F2018%2F11%2Fgallagher-congress%2F575689%2F&data=02%7C01%7Ckvoss%40ameriluxinternational.com%7C211898e1d1ea45b7d5c408d64a5bcef4%7Ca2a53ecf88a248a484a2c46e667677a4%7C0%7C0%7C636778155500620730&sdata=dR1i7J7sgH460T17mJxcaVlqWE%2BKfQ4MK2Us1J81EF0%3D&reserved=0" style="color: #954f72; font-family: Calibri, sans-serif; font-size: 14.666666984558105px;">https://www.theatlantic.com/ideas/archive/2018/11/gallagher-congress/575689/</a></div>
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<b>What We’re Watching ...</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>TEC/Vistage resource Gustavo Grodnitzky talked to us three years ago about dealing with Millennials (Generation Y) … but he also projected that Millennials will be the generation that sets the U.S. straight again. For particular reasons. </div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>He might now add Generation Z, the students who are jelling to rail against the intransigence/gridlock of legislative leaders and want to bring rationality and action back to the governing process.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>His logic was that the last generation to spawn truly effective U.S. presidents, who dealt successfully with the problems of the times, was the Silent (Great) Generation (born 1925 to 1945), which spawned seven generally effective Presidents. No other generation has done that since.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Gustavo’s analysis looks at what circumstances formed the experiences and outlook of the adults of each generation, looking in particular at two formative periods … growing up (birth to 18 or so), and responsible early adulthood (18+ to 40). In the Silent Generation’s case, their growing up (1924 to 1942) involved deprivation, chaos and instability … and their responsible early adulthood (1942 to 1964) involved slow growth, low aspirations, but commitment. They knew the needs they had to fix, and went about doing it. Subsequent generations haven’t, with their focus on self and aspiration.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>He contends that Millennials have experienced similar formative period impacts: Born between 1982 and 2001, their growing up period (1982+ to 2000) has involved social chaos and unraveling of social structures … and their responsible early adulthood (2000+ to now) has involved slow growth, low aspirations, and a frustration with the way things are. Thus: They <b><i>will</i></b> do something about it.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Project that to today’s student-inspired marches that are a catalyst for multiple generations rising to the gun control challenge. If successful, it will energize massive youth-inspired initiatives aiming to fix other challenges. And the trend of more women running for office, and succeeding.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Is a not-very-quiet revolution emerging?</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>I think so.</div>
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<b>Gun Violence Cause Studies</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>If we’re to create initiatives aimed at reducing gun-related violence, where do we aim? Is it truly the people who wield the guns to create the violence (mentally ill)? Will raising the age for purchase, or lengthening the waiting period, or banning fast-action guns … do the trick? (Probably not)</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Of interest:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• Gun violence research by the federal government was actually sharply reduced by an NRA-sponsored amendment (the Dickey Amendment) back in 1996. It aimed at prohibiting advocacy, but had the effect of reducing research as well. The Amendment was inspired by a CDC report that said gun ownership in homes actually reduced safety, not improved it.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• <b><i>Two</i></b> independent studies have appeared recently that, based on sophisticated regression analysis of gun violence causes over a bunch of years and many countries, say the primary driver of gun violence is … the <b><i>number</i></b> of guns … their <b><i>availability</i></b>. Not mental illness. Not regulations. Not …, etc.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The U.S., of course, has more guns per capita … by far … than any other country.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>My interpretation: It might suggest that banning certain types of guns, such as the fast action ones, and requiring guns stored in homes to be under lock-and-key (with the owner responsible if a gun is mis-used) … might be viable improvements? These logically would reduce the volume of deaths in mass violence events, as well as haphazard killings … while not impugning the Second Amendment yet allowing the responsible use of guns in all the practical ways that happens in America.</div>
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<b>On the “Conservative Supreme Court for Decades” concern”</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span><span style="font-family: "Droid Sans";">We are a nation of laws, uniquely on our planet a nation of laws. The Supreme Court is the final stop in insuring that we stay that way. To encourage it to make decisions not based on law is to erode this critical balance.</span></div>
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<span style="font-family: "Droid Sans";"><span class="Apple-tab-span" style="white-space: pre;"> </span>The furor over Judge Kavanaugh raised this issue again. </span></div>
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<span style="font-family: "Droid Sans";"><span class="Apple-tab-span" style="white-space: pre;"> </span></span><span style="font-family: TimesNewRomanPSMT;">Conservative in judicial parlance isn’t a political term. It means that you interpret the Constitution (called “originalism), or the laws/statutes of the U.S. (called “textualism”). You try to interpret what the creators of the Constitution/laws/statutes “mean”! Not what they “ought” to mean now.</span></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The concept that the Constitution should be a “living document”, interpreted by the justices as a group based on an upgraded set of values or insights … is false. That’s the responsibility of Congress, the representatives of The People. They should give the Court new laws to interpret. Justices shouldn’t.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The contentiousness that has arisen and now become incredibly political is a result of appointing judges who think and act based on their sense of evolved morality. As one writer said, women didn’t get the right to vote (an evolved morality) because of a Supreme Court decision. Rather, because of the 19th Amendment. On the “overturn” of Roe v. Wade: Maybe Roe v. Wade is an example of justices thinking their evolved morality should settle an issue. If that’s the case, then another set of justices might think differently with a new evolved morality. A big fear by many today, and a hope by others. So, let’s find some justices who will fit “my” evolved morality. </div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>No!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Lawyers are trained in interpreting the law. Their value judgments aren’t superior to anyone else’s.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Let’s put pressure on Congress and state legislatures to do their jobs. Their job is to reflect our “evolved morality."</div>
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<b>Trump’s Salary</b></div>
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<span style="font-family: TimesNewRomanPSMT;">There is a partially false claim out that President Trump donates his entire $400,000 salary to maintenance of military cemeteries.</span><br style="font-family: TimesNewRomanPSMT;" /><span style="font-family: TimesNewRomanPSMT;">Not quite true. Here’s what he does, according to Snopes.com:</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">Every quarter, he has donated his after-tax salary as follows:</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;"><b><u>2017</u></b></span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">National Park Service’s maintenance of a Civil War site.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">STEM program for children overseen by the Education Dept.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">Opioid addiction public awareness program of Department of Health/Human Services.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">Infrastructure program overseen by Dept. of Transportation.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;"><b><u>2018</u></b></span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">Mental Health caregiver support program within Veterans Affairs</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">SBA’s “Emerging Leaders” program to help veterans adjust.</span></div>
<br class="Apple-interchange-newline" />Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-72588779686506283022018-01-19T14:48:00.004-08:002018-01-19T14:48:56.712-08:00"This Health Insurance Mess ..."<div style="font-family: "Times New Roman"; font-size: 14px;">
The most recent St. Norbert CEO Breakfast & Strategy session featured Mike Hamerlik, CEO of WPS Health Solutions, headquartered in Madison but known up here for their Arise health insurance plan. Bigger, they run a huge plan administration business for major parts of the government (VA, etc.), covering 22 million people and processing more than $100 billion. Huge.</div>
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He talked about “the health care mess.” Among his points:</div>
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• We talk about access, how it works, and the payment system, but the real problem is cost. We wouldn’t be in this unaffordability situation if costs had been better controlled. (He didn’t explain how, or what we must do in the future.)</div>
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• Health Care System? It’s not a system, because the interactive parts aren’t working towards a common goal.</div>
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• Competition doesn’t work to reduce prices because of the lack of transparency, so market-based solutions can’t work. The total cost is shared (and hidden) by too many.</div>
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• Demand is insatiable. “Do what it takes.</div>
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• The solution is somewhere in the middle.</div>
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• ObamaCare is rich in benefits, including guaranteed issue which makes private insurance ineffective.</div>
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• ObamaCare would only work under an insurance concept if everyone was required to pay, but the penalties were too low and the subsidies too narrow. Too many people couldn’t afford it, which is why the Individual mandate went away.</div>
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• It’s a death spiral. As costs keep going up, healthier individuals figure out a way to opt out.</div>
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• Drugs: In 2000, drugs were 5% of the total spend. Now they are 25%-33%. We need government price controls. The industry says that would impact R&D, but I don’t think so. It’s the (third party payer) market that drives prices, not costs.</div>
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• Some of his solutions:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>— Measure and publicize Quality: There are variations, and we need to know them. That will bring rationality to pricing.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>— Waste: Correlated with quality. There’s at least 20% waste in the “system.”</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>— Get employers out of the payment sequence. Let families decide what they want.</div>
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Some good quotes:</div>
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• In my position, when I go out in public, I feel like the fire hydrant at a dog convention.</div>
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• Asking for questions: Go ahead. I’m your pincushion.</div>
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• Congress: Either they do nothing, or over-react.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-39869464782377378622018-01-19T14:46:00.000-08:002018-01-19T14:46:06.258-08:00On the EAA, Health Insurance Costs, Value, South Pole and Congress/Sex<b style="font-family: "Times New Roman"; font-size: 14px;">On The EAA</b><br />
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<span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">Jack Pelton, CEO of the EAA in Oshkosh, spoke recently to a St. Norbert’s CEO Breakfast & Strategy session, and made these points. He came to the job after several decades at Cessna, finishing as CEO.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• When I took this job in 2015, it was with the understanding to rationalize our go-to-market and talent development strategies. We had to re-integrate our mission and use it as a basis for developing a 10-year Vision and Strategies for what we wanted to accomplish in bringing value to our 210,000 members, and a talent development strategy to insure we have the right people to lead us. My time is spent on having the right plans, and having the right people to execute them.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• Our growth strategy is, first, to provide attention and services to every phase of private aircraft ownership. As a result, we serve many different sub-interests within private aviation. We have a central emphasis on youth at the level of our 800 chapters, trying to stimulate interest with free flights, and then helping educate them to get pilot licenses in their late teenage years. Right now, we’re working with Marvel comics to create a comic book character, Aviar.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• This shows up in our annual EAA Fly-in. We make sure there is something going on for everyone. That’s way we’ve grown from 21 aircraft and 150 people in 1953, to 10,000 aircraft and 290,000 people this past July … including 11,000 campers and 800 exhibitors.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• When we hire someone, they know it’s not just for that job. Our IT head is also in charge of all the parking and camping. Our HR head is in charge of services for all the campers.</span><br style="font-family: TimesNewRomanPSMT;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;">• Second, we have to be on top of trends that will impact our industry. Thus, we have a constant presence in Washington, DC to make sure new rules and regulations serve our members’ needs while protecting safety. Drones? We share airspace with them, so work collaboratively on the regulation proposals. Next year we will have a drone race at the Fly-In.</span></div>
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<b>Health Insurance Costs</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>On two sequential days recently, I heard venting from two friends … both pre-Medicare, both couples with no dependents, one self-employed and the other retired, both making more than $88,000 so no ObamaCare subsidies … who said they are being quoted annual premiums in the $20,000+ range … plus deductibles. So, they will be paying around $30,000 before getting any insurance relief. Barring something catastrophic, neither will come close.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>This is the cost-shifting that is being required of insurers because they can’t break even with the ObamaCare subsidies and the probable decision to reduce payments to insurers for losses.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>There’s going to be a major rebellion shortly.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>About half of all households are employed by self-insured employers, who are achieving no increase to minimal increase. Those making up to $88,000 get some subsidy (median U.S. household income is about $50,000)… a lot of subsidy up to about $30,000. And a large number of both young and poor are paying the penalty rather than fund the insurers. Result: Cost shifting to everyone else, like my friends.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The concepts were poor back on March 23, 2010. At some point, future lawmakers, the ones who will shortly replace the current ones, will figure out what’s right, what works. It will have something to do with “one-size-fits-all.”</div>
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<b>What Constitutes the Value You Provide Customers?</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Can you define explicitly the Added Value you provide your customers? What it is that <b>they</b> now can provide their customers that they can’t without <b>your</b> Value Addition?</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>It’s an important question for all employees to know the answer(s) to … because virtually everyone’s work should be aimed at helping provide that Added Value. The only other work is that which is required for the enterprise to exist.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>— Thanks for Michael Wentworth for this.</div>
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<b>How High is the South Pole?</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>What’s its altitude, its “feet above sea level”?</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Very surprising. It’s 9,300 feet above sea level, due to the ice accumulation. That’s oxygen deprivation area.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>It also has only one day a year. That’s right. The sun becomes visible on March 21, and disappears on September 21.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Source: <a href="https://icecube.wisc.edu/pole/weather">https://icecube.wisc.edu/pole/weather</a></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The North Pole?</div>
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<b>Congress’ Sexual Harassment Costs</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Courtesy of my favorite Congressional watchdog, No Labels (<a href="http://www.nolabels.org/">www.nolabels.org</a>), in the 20 years since 1997, Congress has secretly spent $17 million to resolve sexual harassment and other workplace claims filed by employees of Congress. Doesn’t indicate how much is for sexual harassment, but those involved more than 250 individual settlements!</div>
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Of interest: There's now a bill pending that would require individual officeholders to pay their own claims, not the taxpayers.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-43086886280311525042017-10-28T08:47:00.001-07:002017-10-28T08:47:15.454-07:00On China's Potential ...<span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Worry all you want about China and its future economic and political impact, but consider this:</span><br />
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Already, China is …</div>
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• In Top 3 nations for investment in virtual reality, autonomous vehicles, 3-D printing, robotics, drones and artificial intelligence.</div>
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• The world’s largest e-commerce market, with 40% of value of transactions.</div>
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• In mobile payments, has 11 times the transaction value of the U.S.</div>
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• In 2016, the three huge internet giants in China accounted for 42% of all venture capital investment, compared to the 5% total of Amazon, Facebook, Google and Netflix. They also made 35 overseas deals, compared with 20 by the US biggies.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span><i>Source: McKinsey Global Institute</i></div>
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Contrast this performance with the newly-announced government desire to control more and more of what's happening. Indeed, in case you missed it, the government intends to begin "rating" each individual on the level of patriotism he/she shows ... formally including everyone beginning in 2020 ... based on participation in various kinds of government-suggested activities.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com3tag:blogger.com,1999:blog-7290155340455887495.post-64385373220299932472017-10-28T08:40:00.002-07:002017-10-28T08:47:58.547-07:00Takeaways from Manufacturers First Conference ...<span style="font-family: "timesnewromanpsmt"; font-size: 14px;">This past week, I attended the Manufacturing First Expo sponsored by the N.E.W. Manufacturers Alliance at the KI Center, which had about 100+ exhibitors … and attended several of their presentations/workshops. Among my takeaways:</span><br />
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<span style="font-family: "timesnewromanpsmt"; font-size: 14px;">• Lindquist Machine Co., a 110-employee equipment manufacturer. CEO Mark Kaiser, with consultant Lee Bouche, is in a multi-year effort to create a truly integrated Intentional Culture. The major elements are in, and 2017 is dedicated to getting every employee to understand how to conduct “Crucial Conversations,” using the Patterson/Grenny-authored book of the same name. Many plant floor employees, and even some leaders, aren’t readers or communicators, so it’s sometimes a challenge, but they are persisting. Think of the cultural/morale/performance impact when a entire workforce is being trained in practical communication techniques!</span><br />
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<span style="font-family: "timesnewromanpsmt"; font-size: 14px;">• Some great quotes and points, cited by Lee Bouche:</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Employees’ Basic Needs: Respect, Learning, Challenge and Inclusion!</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Gruenter/Whitaker: “The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.”</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt";"><span style="font-size: 14px;">David Couper “Employees work harder for Cause than for Cash!” Pay and benefits don’t make it anymore; they’re threshold.</span></span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">From the book, <i>Never By Chance, Aligning People and Strategy thru Intentional Leadership</i>: “One of the most important obligations as a leader is to create a compelling vision for the company and then create a culture to achieve that vision.”</span><br />
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<span style="font-family: "timesnewromanpsmt"; font-size: 14px;">• From Melinda Morella-Olson, Imaginasium, on how to reach out to employees:</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Have a Careers Page on your website, as Plexus does.</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Look at Manitowoc Co.’s “Employer Brand” approach on its website.</span><br />
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<span style="font-family: "timesnewromanpsmt"; font-size: 14px;">• Final Takeaways proposed by the three panelists:</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Melinda Morella-Olson: Get a feeler your Employees’ Experience. What’s driving them to come to work every day?</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Steve Hirt, Optima: De-Select from your choices. Don’t keep trying to do more just because you can.</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Fred Johnson, InitiativeOne: YOU drive the conflict. Have the conversation, but in a spirit of respect and kindness. Don’t let the conflict drive you, creating discomfort.</span><br />
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<span style="font-family: "timesnewromanpsmt"; font-size: 14px;">• NOVO: Physician-Led HealthCare. I’ve seen their signs, but wondered who they are and what they do. Because sick care costs and delivery challenges are such a problem these days, I attended … and founder Kurt Kubiak explained what they’re doing. They began in 2015, after he spent six years with Plexus’ world-class manufacturing (and 6 sigma mentality) and then at Fox Valley Orthopedics. His mission: To speed up the trend towards “price bundling” while providing a more satisfactory patient experience … primarily for self-insured companies. Today, he has bundled price arrangements with specialists in Cardiology, Orthopedics, Hematology/Oncology, and some in primary care and rehab. They develop deals at much lower total costs (30% lower he says) than state averages.</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">Of interest: To invent employees to use their doctors, they provide cash payments (often $2,000) to the employees … and even pay travel from remoter areas.</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">It’s a great idea, and a struggle to get inroads … because the major health systems won’t use them and are much slower to embrace the bundled pricing ideas, though they’re making progress.</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">They also do Workers’ Comp work.</span><br />
<span class="Apple-tab-span" style="font-family: "timesnewromanpsmt"; font-size: 14px; white-space: pre;"> </span><span style="font-family: "timesnewromanpsmt"; font-size: 14px;">How to make inroads into fully-insured companies, hoping the insurance companies will recognize the cheaper cost structure and reward with lower premiums … or at least lower premium increases? And how would you know?</span>Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-36931715262827559282017-05-22T15:35:00.004-07:002017-05-22T15:35:51.366-07:00Servant Leadership Insights<span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Ben Fauske, an O/D specialist here in Green Bay, provided these insights at a recent Servant Leadership workshop sponsored by Prophit Marketing and Festival Foods:</span><br />
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<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Problem with connecting grandiose mission to what I do: “I save lives … one folded carton at a time!”</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">“They are CAVE people … C.A.V.E. … Citizens Against Virtually Everything!”</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Example of a great culture: My family and I were at Disneyland, on a shuttle bus, an the driver was getting exasperated at riders not sitting down, as safety required. Finally, he broke from his “role” and yelled at offenders. When we got off the shuttle, he got off with us. “I apologize. I should not have done that. It was wrong, and I should be held accountable for it. Here is my card and my manager’s card. I want you to know that whatever you write him about what I did, I will verify and I will accept his penalty.”</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">He asked attendees, “Why was the worst team you ever worked on the worst?” Responses: Boss had his favorites; too much ego (too much “I”); micromanaging; saying things that were patently untrue; promising things that were never delivered … and a power struggle between team members.</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">What got him into O/D work? “After college, I worked for eight bad cultures in eight straight years.” (Wonder where his ninth was?)</span></li>
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Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com2tag:blogger.com,1999:blog-7290155340455887495.post-65323099893029173762017-05-22T15:34:00.004-07:002017-05-22T15:34:46.772-07:00"Soul Leadership"<span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Fred Johnson, CEO of Initiative One in Green Bay, at one of his Last Friday seminars, entitled “Soul Leadership” ...</span><br />
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<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">“Emotional Intelligence is the main thing these days for a leader … and I think there’s something just beyond that, 'Soul Leadership’. It’s where you actually ‘love” the people you work with. Seattle Seahawks coach Pete Carroll, when his teams were at their peak effectiveness, said it’s because they love each other. You are creating an environment where people actually feel loved.”</span></li>
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<span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Some supporting comments:</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><ul>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">After the Great Recession, the percentage of people wanting to leave their companies was at an all-time high, not because of the layoffs … people expected that. It was because during the aftermath, managers/leaders didn’t treat them as adults … not keeping them informed of what the situations were (miserable as they were), “coddling” them, being paternalistic. They felt like “assets” used to protect the bottom-line, not treated as a responsible, reliable, trusted adult team member.</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Millennials, we believe, want a “flow” between their personal and work lives … high inclusion, high relationships … which builds Trust and Commitment. It’s bad when the work culture is such that it is separated from one’s personal life.</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Leadership Development today starts with creating a positive self-awareness that ultimately yields Confidence … confidence that leading the search, asking the questions won’t diminish his/her influence and respect. Getting out of the organization’s way so they can help solve the problems, deal with the challenges.</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Every process can be derailed if people who use/manage it don’t feel valued as a person. As the American Airlines CEO said recently after the United Airlines debacle, “Never let process trump people.”</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Good leaders don’t get “burned out.” They become comfortable with being uncomfortable … and solving the dilemmas that create that discomfort.</span></li>
<li><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Perfection kills you as a leader. It’s an addiction to order … which can never be made perfect.</span></li>
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Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com2tag:blogger.com,1999:blog-7290155340455887495.post-49489679665588226992017-05-22T15:32:00.000-07:002017-05-22T15:32:25.584-07:00What Makes CEOs Successful?<div style="font-family: 'Times New Roman'; font-size: 14px;">
<span style="color: #111111; font-family: TimesNewRomanPSMT;">From last month’s Harvard Business Review: The CEO Genome Project, starting by analyzing 2,000 CEOs, and in detail 930 of them, on:</span></div>
<span style="color: #111111; font-family: TimesNewRomanPSMT; font-size: 14px;"> What does make CEOs successful? After analyzing all of their data, the researchers found that roughly half of the candidates earning an overall 'A' rating in their database, when evaluated for a CEO job, had distinguished themselves in <b>more than one</b> of four management traits. (Only five percent of the weakest performers, meanwhile, had done the same.) The four were: <b>reaching out to stakeholders; being highly adaptable to change; being reliable and predictable rather than showing exceptional, and perhaps not repeatable, performance; and making fast decisions with conviction, if not necessarily perfect ones.</b></span><br />
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<span style="color: #111111;">PS: The study also found that more introverts than extroverts tended to run successful organizations, but barely more.</span></div>
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<span style="color: #111111;"><span style="font-family: TimesNewRomanPSMT;">Then, the in this month’s HBR: Four Characteristics of Successful Performance by CEOs</span></span></div>
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<span style="color: #111111;"><span style="font-family: TimesNewRomanPSMT;">1. Deciding with Speed and Conviction</span></span></div>
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<span style="color: #111111; font-family: TimesNewRomanPSMT;">4. Delivering Reliably<span class="Apple-tab-span" style="white-space: pre;"> </span></span></div>
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It gets confusing.</div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com2tag:blogger.com,1999:blog-7290155340455887495.post-20872335180017372602017-05-22T15:30:00.003-07:002017-05-22T15:30:44.341-07:00Wisconsin in Top 10, finally, of Best States To Do Business, but ...<div style="font-family: TimesNewRomanPSMT; font-size: 14px;">
<span style="color: #111111;"> Chief Executive Magazine just ranked Wisconsin in the Top Ten, after continual progress in recent years. That means we have most of the right policies/programs/mechanisms in place … but doesn’t mean we will have great job growth. That depends on individual entrepreneurs, and Wisconsin by-and-large isn’t a highly entrepreneurial state.</span></div>
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<span style="color: #111111;">However, our state business tax rate of a flat 7.9% is still one of the highest.</span></div>
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<span style="color: #111111;">Little known: Our rate of workforce participation at 69% is one of the highest in the country; average is 62%.</span></div>
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Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-76999444887113045702017-05-22T15:27:00.003-07:002017-05-22T15:27:53.040-07:00A Little Political ...<b>On Business Taxation</b><br />
<span style="font-family: TimesNewRomanPSMT; font-size: 14px;"> There is much ado about lowering the Federal business tax rate from 35% to either 15% or 20% … a give-away to the wealthy 1% or less or more.</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">So, what would businesses do with that extra 15% or 20% of profits? Nothing? No. They invest it in further job creation … R&D, commercial development and testing, investing in new equipment and space, hiring and training, marketing, selling and producing.</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><b>Private b</b><span style="font-family: TimesNewRomanPSMT; font-size: 14px;"><b>usinesses are the Golden Goose</b>. What they do is create the jobs with incomes that can be taxed and buy property that can be assessed.</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">So, why not a business tax rate of 0%!</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">It’s been proposed in some drafts.</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">We should consider it.</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Then, the several trillions of dollars held in foreign countries can be repatriated for investment here … and the practice of producing in the U.S. but selling from countries with lower tax rates can be stymied.</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">Would not the additional individual incomes and property values create taxation that overwhelms the business tax loss … as well as drive further growth?</span><br style="font-family: TimesNewRomanPSMT; font-size: 14px;" /><span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">What’s so hard?</span><br />
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<span style="font-family: TimesNewRomanPSMT;"><b>$15 Minimum Wage</b></span><br />
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<span style="color: #111111;"> San Francisco, which adopted the $15 Minimum Wage in 2004, now has a documented 60 restaurants which have closed for reasons primarily attributable to their higher cost structure. As one person said, “You can only charge so much for a tamale.” More and more, government heads are realizing that maintaining a jobs base is more important from an economic development standpoint.</span></div>
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<span style="color: #111111;">It has been argued, and I agree, that if society wants a family to have a minimum income, then do it through the regular tax base rather than through making an employer less competitive. One vehicle: The Earned Income Credit.</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com2tag:blogger.com,1999:blog-7290155340455887495.post-42188347945974710872017-03-26T06:58:00.000-07:002017-03-26T06:58:17.991-07:00On Phil Hendrickson, Culture, Our 'Baggage', Oshkosh Corp., and more ...<div style="font-family: TimesNewRomanPSMT; font-size: 14px;">
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<b>On Phil Hendrickson</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Yesterday, I attended the memorial service for Phil Hendrickson, who died at 97 back on March 7. He was a humanitarian, philanthropist, investor, counselor, and a member of TEC III for many years (almost a founding member in 1967) while leading Krueger Furniture (later KI). </div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The service included lots of stories about things he said regarding how to live one’s life, but this one resonates: “There is always enough to go around, to share. You always have enough to share with, to reward those who helped you succeed.” He said this not only about “giving back,” but how you treat/reward your employees who make your organization successful.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Another one: “Phil, what’s the best advice you ever got?” “Well, to marry Betsy, of course!” (Right answer; they were married for 65 years) “Phil, who gave you that advice?” “Betsy.”</div>
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<span style="font-family: TimesNewRomanPSMT;"><b>Quotable Quotes from recent TEC speaker Dr. Paul Voss, Georgia State University … side comments during his recent presentation to my TEC members on Culture</b></span></div>
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<b>A point he made:</b></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>-- Culture is HOW you do things that make life worthwhile.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>-- <i><b>HOW</b></i> We <i><b>DO</b></i> ANYTHING Means Everything. Success is not in the What, but the HOW!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• “He’s got more degrees than a thermometer.”</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• Unknown: “Man gave us Beer, but God gave us Wine!”</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• Misguided Maxim: “You can be anything you want to be, if you try hard enough.” “No, you probably can’t be anything you want to be, but you can be a lot more of who you already are!”</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• The first marriage of a man adds five years to his life. For a woman, zero.</div>
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<b>Our Baggage</b></div>
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Recently, I listened to a school superintendent tell this story:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>He asked a long-time teacher with an excellent reputation to visit with him about a possible change in teaching approach based on new research.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The teacher came, bringing a teachers union rep with her.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>As he explained the new research to get her reaction, she began to cry.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>As he probed as to why, two reasons emerged: First, she felt she was being told that her 15-year-approach to teaching was being discredited, and second, that her worth as a person was thereby diminished.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>She didn’t take the knowledge for how he thought he was offering it … as new research, new approaches that could be tested.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>His point: As we undertake change based on new experiences, the change will meet barriers deep and varied within the people we are asking to behave differently. His list: Fear of failure, vision of self-worth, need for praise, drive for perfection, and others. Her self-identity was rooted in what she did, how she taught. Perhaps a better approach, he said: Appreciate her for who she is, a committed teacher always looking for improved ways to provide a learning environment. And then suggest the prevalence of new information to consider about technique.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>The story was part of a broader presentation sponsored monthly by Fred Johnson and his InitiativeOne organization. Other points made:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>By Fred: “From Baldrige days, less than 1% of organizations know and can articulate their Purpose. But when they do, they engage employes more easily and consistently in living their values that move the organization towards that Purpose.” Do you know and articulate your Purpose to your organization … constantly!</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Consider: Ask a group of employees what they think your organization’s Purpose is, without hearing each other. Then, compare what they say. Betting each definition is different.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>By another speaker: “People are always scanning their work situations to see if they are ‘safe.’ Do your group norms provide an environment where each person is ‘safe’?”</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>Some recommended books that drive the school system’s own training:</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span>• Connors/Smith’s <i>The Oz Principle </i>and <i>How Did That Happen.</i></div>
<span class="Apple-tab-span" style="font-family: TimesNewRomanPSMT; font-size: 14px; white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">• Dieken’s</span><span style="font-family: TimesNewRomanPSMT; font-size: 14px;"> </span><i style="font-family: TimesNewRomanPSMT; font-size: 14px;">Talk Less, Say More: Three Habits to Influence Others and Change Your Life Forever</i><span style="font-family: TimesNewRomanPSMT; font-size: 14px;">.</span><br />
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<b>Wilson Jones, Oshkosh Corp. CEO</b><br /><span class="Apple-tab-span" style="white-space: pre;"> </span>He heads a $6 billion, 15,000 employee, 70-country behemoth best known for providing high durability trucks to our military, when actually it’s biggest division, $4 billion, provides cranes and other “access” equipment worldwide … in addition to fire and garbage trucks.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>He took over as CEO in January 2016, returning to an organization he served for over a decade before. In his presentation to St. Norbert’s CEO Breakfast & Strategy group, he illustrated that he understands that engaging his workforce takes precedence over any other strategic initiative.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>“When I took over, I needed our leadership team to be all about ‘caring leadership,’ and not all of us were. Now, we are.” He said he undertook three initiatives with that team:<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>First, to lead a culture of Trust and Respect for every employee, which starts with listening.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>Second, that we will be Collaborative, not competitive.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>Third, that we will Gain Alignment.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>“People watch the leadership team, and if we’re not doing it, neither will they. And if we are, we have a better chance.”<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>His second initiative was to make embracing the Oshkosh Mission paramount. “Everyone needs to know our Why.” <br /><span class="Apple-tab-span" style="white-space: pre;"> </span>And Third, to install companywide initiatives that “Engage, Develop and Connect” everyone, based on HR studies and assessments, and feedback from Oshkosh employees.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>This third initiative has resulted in programs like these:<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>• Engage: Getting teams to develop programs and awareness of preserving safe working environments, which has cut safety accidents and costs by half. Also, to institute schedule flexibility … “what works for people within each work team.” Might people take undue advantage of that? “If you’re worried about it, they probably will.”<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>• Develop: He cited a study in 2015 by Deloitte that opined Career Devleopment is more important to employees than compensation, benefits and good work.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="Apple-tab-span" style="white-space: pre;"> </span>He cited guidelines that career development initiatives should be 10% educational (reading, workshops, conferences), 20% exposure (to what works), and 70% experiential (try something, make mistakes, learn). He cited that 65% of employees are taking advantage of training through YOU/Your Oshkosh University.<br /><span class="Apple-tab-span" style="white-space: pre;"> </span>• Connect: People want to be connected to Each Other, to Customers, and to the Community. Managers develop approaches to create those exposures, and are reviewed and rated on how well they do this for their direct reports.</div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span><span style="font-family: TimesNewRomanPSMT;"><b>Great Quote</b> as part of Jones’ presentation, by Mark Twain:</span></div>
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<span style="font-family: TimesNewRomanPSMT;"><span class="Apple-tab-span" style="white-space: pre;"> </span>“The two most important days in your life are the day you were born, and the day you find out Why!”</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-77560161185276891082017-03-26T06:55:00.002-07:002017-03-26T06:55:29.010-07:00On Polarization ... and Millennials in the Worksite<div class="post-outer">
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<a href="http://philhauck.blogspot.com/2016/11/interesting-explanation-of-our.html" style="color: #888888; text-decoration: none;">Interesting Explanation of our Polarization</a></h3>
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<span class=""><b class="">So, why can't people oriented to “liberal” ideas and those oriented to “conservative” ideas respect and talk to each other? Why the “demonizing” that has occurred in the national discourse?</b></span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">Behavioral scholar Jonathan Haidt at the University of Virginia wrote a book, <i class=""><b class="">The Righteous Mind</b></i>, four years ago that provides interesting insights into this dilemma. His views are also encapsulated in a YouTube interview with Bill Moyers at </span><a class="" href="https://vimeo.com/36128360" style="color: #888888; text-decoration: none;">https://vimeo.com/36128360</a>.<span class="">.</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">His research says that when we look at such emotional topics as political and religious issues that we are intuitively evaluating the topic from a six-point moral foundations framework: Care, Liberty, Fairness, Loyalty, Authority and Sanctity.</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">On a ten-point scale, he said, on average, liberal viewpoints bring the following weights to the evaluation: Care (10), Liberty (7), Fairness (5), Loyalty (2), Authority (2) and Sanctity (2).</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">People with conservative viewpoints generally bring these weights: Care (7), Liberty (7), Fairness (7), Loyalty (7), Authority (7) and Sanctity (7).</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">This is on average. Every individual, on specific issues, can elevate certain of these, and the internal complexity of applying them to real situations increases with age/experience.</span> <span style="font-family: 'Times New Roman';">(Some ask where is the moral element of Equity, so important today. Haidt maintains it is within the Care and Fairness elements; when they get out of whack, it is called inequity.)</span></div>
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<span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">It appears most often in Religion and Politics because both involve issues involved with aspiring to very high ideals, to greatness … very emotional … and therefore blind to other views ... his explanation of what is going on today.</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">The only resolution Haidt provides is to sit back and listen to the other views, and consider them in light of the six points. Understand that the other person is not crazy or evil. Where is the person putting emphasis? It takes the personality out of it, and interjects more analysis and consideration.</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><div class="">
<span class="">Among his specific points:</span><br class="" /><span class="">• While he started out as a liberal, <span class="">Haidt</span> now feels that a more conservative view is more in touch with human nature … the need for structure, families, groups, memberships, rivalries (unless they cross the threshold into maniacism). It’s difficult to run an enduring society without Loyalty, Authority and Sanctity, which are given low consideration by liberals because of their heavy emphasis on Caring.</span><br class="" /><span class="">• Those ascribed with liberal views, he feels, are more in touch with seeing how society goes awry, where the social system breaks down. Conservatives see more the consequences when the system breaks down.</span><br class="" /><span class="">• Capitalism: Yes, we wouldn’t have all that we have without capitalism. It allows the lifestyles that we have. But it has problems that need to be discussed in a nuanced fashion but aren’t. Not by either liberals or conservatives. What is the needed tweaking? The discussion could be couched in the terms of the six points and acknowledging the other’s “direction.” Nuance is important. Staying away from extremes and generalities is critical.</span><br class="" /><br class="" /><b class="">Two Big Problems</b><br class="" /><span class="">Haidt says there are two great problems with today’s discourse: Demonization, and Corruption! Demonization is done by people at the extremes, and makes us weaker. People on the extremes are typically more passionate, less open, frequently very moneyed. They decide elections.</span><br class="" /><span class="Apple-tab-span" style="white-space: pre;"> </span><span class="">Corruption is buying favors for special interests. It’s a common charge that Congress is bought-and-paid-for, responsive to the interests of those who contribute to them.</span><div class="">
<span class="Apple-tab-span" style="white-space: pre;"> </span>How to offset these?</div>
<br class="" /><span class="">Another<b class=""> </b><span class="">Haidt</span> Insight:</span><br class="" /><span class="">• In our own, cohesive social worlds, we aren’t really attuned to finding the truth, but rather in being part of a complicated social network that maintains our alliances and reputation. We will actually turn hypocrite to make sure our “alliances” think well of and say good things about us.</span></div>
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<a href="https://www.blogger.com/null" name="6241879038102219427" style="color: #222222; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 12px;"></a><span style="background-color: white; color: #222222; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 12px;"></span><h3 class="post-title entry-title" itemprop="name" style="color: #222222; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 22px; font-weight: normal; line-height: normal; margin: 0.75em 0px 0px; position: relative;">
<a href="http://philhauck.blogspot.com/2016/11/millennials-in-marketplace.html" style="color: #888888; text-decoration: none;">Millennials in the Marketplace</a></h3>
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<span class="Apple-tab-span" style="font-family: 'Times New Roman'; font-size: 14px; white-space: pre;"> </span><span style="font-family: 'Times New Roman'; font-size: 14px;">Ashley Prange, 33, is a millennial who is building Au Naturale Cosmetics here in Green Bay as a refugee from the Nuclear Regulatory Commission in DC. She couldn’t stand it there, and now she’s trying to build a company where people like her can thrive.</span><br /><div style="font-family: 'Times New Roman'; font-size: 14px;">
<span class="Apple-tab-span" style="white-space: pre;"> </span>As a Millennial who manages and leads millennials, she made these points to a St. Norbert CEO Breakfast & Strategy audience this morning:</div>
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• Hey, as Millennials, we have ideas and we’re not bashful about sharing them. We want constant communication about what’s going on. We want an efficient workplace and want to be appreciated. Also, because we work strange hours (be flexible), let’s make it fun, too. And by the way, I’m always looking for a more interesting job.</div>
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• One attendee said at his company, an employee can ask for feedback on a project and receive it by tweets immediately. You need to foster/allow full use of technology.</div>
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• Ashley said she’s too busy to listen to voice mails, and doesn’t look at emails regularly. She responds to tweets on what she’s working on now. </div>
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• On lifestyle: What Boomers did is all being postponed … marriage, kids, houses. There’s too much to do. We want to travel, too. And we don’t have much money, and have lots of college debt. We’re very educated.</div>
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• We like workplaces that are very mentally challenging. Don’t be afraid to give us a big assignment; we’ll work hard to understand it and be successful.</div>
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• On Millennials as consumers: We care about the ethics behind the products we plan to buy … and will pay more for something that’s environmentally responsible, organic, etc., even though we don’t have much money. Make us feel our ethics are being met. Too, try to create a relationship with us. Have an interactive website … create ways for us to provide feedback to you. Respond to us. Create a dialogue. We want to be loyal, and this does it.</div>
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Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com2tag:blogger.com,1999:blog-7290155340455887495.post-34487122630442777962016-09-18T15:34:00.002-07:002016-09-18T15:34:18.203-07:00What's Mistaken ... In The Campaign Debates<span class="Apple-tab-span" style="white-space: pre;"> </span>A number of topics aren’t being adequately dealt with in the current presidential campaign, or are being maligned when they shouldn’t be. They are:<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span><b><span style="color: blue;">• Business Income Taxes</span></b><br />
<b><span style="color: blue;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• “Trickle Down” Economics</span></b><br />
<b><span style="color: blue;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Global Free Trade</span></b><br />
<b><span style="color: blue;"><span class="Apple-tab-span" style="white-space: pre;"> </span>• Minimum Wage</span></b><br />
<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>For starters, can you agree with this premise: Every dollar used by every government entity (municipalities, counties, states and schools) comes from the profitability of privately-owned companies … either by taxing the profits of the companies themselves, or the earnings of their suppliers and employees? And: Their profitability over time comes from their innovation in developing and marketing new products and services that consumers are willing to pay for.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>If so …<br />
<br />
<b><span style="color: blue;">Business Income Taxes</span></b><br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Make them Zero. Forget the discussions about moving them to 25% or 20% or 10%. <br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>What do businesses do with their retained earnings? They invest them … in expansion, in new product development and testing, in stuff that will create more jobs and more profits. They are the Golden Goose. Why take money from them? (Of course, they should continue to pay usage taxes for government services they get.) <br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Capital Gains: Eliminate it. Make it ordinary income ... with a carve-out for demonstrable direct investments as new money in companies. Yes, there are winners and losers for all those special deductions; eliminate them. Simplify.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Regulations: Simplify and reduce regulations. This is actually the Biggie! Every regulation has losers, winners and the cost of administration. The winners keep lobbying the bureaucrats and legislators to maintain the regulation from which they benefit. In a real sense, this is increasing corruption as the rewards get bigger. Reducing regulations reduces the corruption that increases and eventually stultifies capitalism/free enterprise. It’s happening as we speak.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>This will put a stop to the Corporate Inversion trend, and immediately repatriate much of the massive dollars held overseas. (Keep in mind that opportunities for investment returns overseas are actually greater than in the U.S.)<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>But won’t those rich owners just make more money? Yes. When they take the dollars out of the business as personal income, we tax it … already at very progressive rates. We’ll get even more than we do now with the same rate structure.<br />
<br />
<span style="color: blue;">“Trickle Down” Economics</span><br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>It’s a bad thing, right? It’s wealthy rich businesspeople allowing some of the corporate largesse to trickle down to employees and the middle class, right?<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>WRONG! Massively WRONG! So-called “Trickle Down” Economics is the core of the capitalistic system, that which yields lower prices that stimulate more spending and an increasing economy. It’s GOOD! It’s simple. Here’s how it works …<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>When a business sees purchases of its products strengthening, it invests in expansion … another building and more equipment. That provides one-time construction and manufacturing jobs … and ongoing jobs to run the new plant.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>This increases the Supply of the product … which immediately yields lower prices to encourage more Demand. Lower prices create spending by people on the margin who couldn’t afford the earlier price. This spending now is increased Demand, which provides more margin dollars for the business to pay off the investment and make more money for its employees, suppliers and the business, which invests it in new product development and testing. As it sees new demand for its new products, the business invests in building expansion and new equipment …<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>The circle continues.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>So, “Trickle Down” means that prudent, successful investment yields additional margin dollars which will go to current and new employees, and their families. That’s how it works. That’s why “Trickle Down” Economics is very, very important. <br />
<br />
<b><span style="color: blue;">Global Free Trade</span></b><br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>During the campaigns, there is much revulsion in the media and by the candidates against global trade agreements, and even an expression of denial of them in the Republican platform. Donald Trump refers to them as “deals,” which they surely are … but they have to be “win/win.”<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>We vilify the Clinton-era NAFTA one, and want to pull back from the current, agreed-upon Trans-Pacific Trade agreement.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>This despite 73% of the U.S. citizenry feeling that free trade agreements like these are good for us.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Indeed they are, and they are KEY to U.S. economic growth … and the economic growth of every trading partner.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>We have to be doing them. (Part of the understanding relates to the economic principle of Comparative Advantage.)<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>And here’s why!<br />
<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Think of your city, or county, or section of the state.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Everyone has a particular income level. When Product A is made in your area, and sold to you in a local store (so the economic relationships are entirely within your area), your income is reduced by the price of the product, and the revenues of the retailer and manufacturer and their employees and suppliers increase by that amount. (To the degree there is some profit, say 5% after tax, that accrues to the owner of the store and the factory. That 5% typically is held in the company for reinvestment in new ideas or expansion.)<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Yes, the buyer gets something of value … and the workers and raw material makers get most of the money … but there is virtually no increase in the economic worth of the area. No increase in the net worth of the people of the area. Overall prosperity typically has not increased. Making and selling to yourselves doesn’t increase economic net worth.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>So, what does?<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>What does is revenue from buyers OUTSIDE your area, your city, region, state … or COUNTRY. THEIR savings are depleted by the cost of the product, not ours. We get the revenue from these additional sales … INCLUDING our workers and raw material makers getting their portion. SO, net gain in our savings, and net worth, occurs when we sell to people OUTSIDE OUR AREA!<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>This is WHY INTERNATIONAL TRADE AGREEMENTS ARE CRITICAL!<br />
<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>So, what about all of these companies that close manufacturing facilities in our country and open ones in other countries because it’s “cheaper”? They are doing it because it IS cheaper. It keeps their costs lower than competitors, allowing US to continue to pay less … and them to sell more … thus increasing the return (revenue stream) to their owners. <br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Yes, but our workers lost their jobs!! What about that?<span class="Apple-tab-span" style="white-space: pre;"> </span><br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>It’s the economic law of COMPARATIVE ADVANTAGE. The foreign location has an ADVANTAGE over us … and should obtain business for it. It’s what we try to do as well. It’s not bad. It’s actually good. But, not for our workers who lost their jobs.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>So what to do? It’s a role for government! These workers need to be re-trained for jobs that DO EXIST and are increasing in demand, and potentially moved to locations where those jobs exist. That’s the role that community technical colleges are playing … but moving expenses aren’t being dealt with.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>We need to be doing both in this increasing dynamic and chaotic international economy.<br />
<br />
<span style="color: blue;"><b>Minimum Wage</b></span><br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Creation of the Minimum Wage is a distortion of free market capitalism, as are all regulations. Obviously, we need many regulations, to protect us from shoddy work and fraud. The key is to keep them reasonable while yielding a dynamic economy and an ability of each family to use its ingenuity to advance its welfare.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>The Minimum Wage is something else again. It’s an assumption by legislators that people deserve a certain level of income (regardless of the market value of their labor), and the employer should pay it. This flies in the face of competitive marketplaces, where each business tries to find its special niche that can yield it a profit that allows the business to continue. Often, the price of the talent needed for certain job functions is quite low … driven by supply being very high relative to demand.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Certainly, our American society is devoted to providing a relative level of services that takes care of the needs of each citizen. We see it in unemployment income, food stamps, housing allowances, Medicaid, winter energy price freezes, and more. Above that, we give generously to non-profits who provide many other needed services.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>But the Minimum Wage is a technique fraught with negatives, that have been hashed and re-hashed. If nothing else, it forces employers to increase cash compensation, which leaves fewer dollars for other benefits or reinvestment.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>The point is: If the American people, or the people in each state, or each county, want to provide a minimum amount of services and income to families and individuals, then they should decide how much, and how … and provide it through the general tax system. NOT through an arbitrary, one-size-fits-all Federal Minimum Wage to be paid by a business in a competitive environment.<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>There is a mechanism already in place that helps with some of this, but not all: The Earned Income Tax Credit. It forgives taxes for low income workers, and could even provide them a “refundable tax credit” (i.e., an extra cash payment).<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>We should not be so anxious to impose higher and higher Minimum Wages arbitrarily on businesses.<br />
<br />
To stimulate thinking!<br />
Thanks for listening!<br />
<br />
To think about regarding the election:<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>• What direction do you wish the size of government to go? To where it is responsible for taking care of all citizens … or where it is responsible for providing certain services enumerated in the Constitution or unable to be provided economically by the free market system?<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>• How are we doing in managing the national debt?<br />
• Caveat: The above is, obviously, simplified and isn’t a pros-and-cons white paper, so much is left out. But I hope the essential points resonate.<br />
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Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com0tag:blogger.com,1999:blog-7290155340455887495.post-513948856398681372016-03-27T15:08:00.003-07:002016-03-28T04:58:20.871-07:00On Congressional Corruption and Regulations ...<div class="p1">
<span class="s1"><span class="Apple-tab-span"></span> They’re more closely tied that we think!</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> Our form of national government seems not to have the charges of corruption that other so-called democracies have (Italy, Argentina, etc.), but it’s still corrupt on two important levels:</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> Congress: As Donald Trump says, “When I make a contribution to a legislator, I expect him to do what I need him to do.” That’s a fact. If you give substantial money, wouldn’t you, too? If you needed money, wouldn’t you provide favors to your biggest benefactors? That’s what we have … in spades. Lobbyists focus laser-like on the Congresspeople who can do them the most good (usually Committee members), with massive dollars. BOTH sides of the aisle. Look at the lists of “greatest givers." (After 26 people were killed at Sandy Hook school in Connecticut, and than 80% of the American people supported some changes in gun control, why was there no legislation that got out of committee?)</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> Regulators: Every time any Government agency issues regulations, there are typically winners and losers. The winners are those lobbying industries and organizations which recommended the regulations … and made the contributions that resulted in the pressures that got attention to the regulations.</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> Witness: Last year, the Obama administration recommended that the Internet become regulated by the FCC, and the FCC agreed. The FCC staff has now been inundated with lobbyist attentions proposing more than a thousand new regulations, all promoted as serving the public good … which usually means protecting the incumbents. The result: Already there has been a decline in innovative offerings by broadband and cable content providers.</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> Another example: Dodd-Frank in 2010 vastly expanded regulations controlling banks, intended to keep<i> large</i> banks from becoming too big to fail. Result: Whereas in the past there were 75-100 new community banks formed each year, since then there has been only one.</span></div>
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<span class="s1"> Our U.S. Representative, Reid Ribble, is retiring after six years in Congress. When he was elected, he said that if he could have ONE impact, it would be to convince his fellow legislators that every time they pass laws requiring regulations, and every time a federal agency issues a regulation, that the cost of doing business increases ... and that cost is passed on to the consumer, without exception. At the very least, for every organization in an affected industry, someone has to analyze the regulation to see if it applies, and if it does, to create an approach to confirming to its requirements.</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> And: Last October 1, medical organizations had to begin using more than 130,000 new codes for charging and billing, supposedly facilitating the move from fee-for-service to value-based pricing, and to expand the capability for analysis. Codes for InPatient hospital procedures (which are declining) expanded to 87,000 from 4,000.</span></div>
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<span class="s1"><span class="Apple-tab-span"></span> And: After several decades when the number of new businesses kept expanding, in 2015, for the first year ever, the number of net new businesses was negative … closings outpaced new ones. Would 500,000 pages of regulations added since 2008 be a factor? (Keep in mind that traditionally, small businesses accounted for two-thirds of net job additions each year.) </span></div>
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<span class="s1"><span class="Apple-tab-span"></span> Of interest: In 2015, regulators came up with 3,378 new regulations.</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1tag:blogger.com,1999:blog-7290155340455887495.post-24887771318945155352016-03-27T15:02:00.003-07:002016-03-27T15:02:53.387-07:00On Health Insurance Prices, CEO Responsibilities, Miscellaneous
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<span class="s1"><b>The Dramatic Health Insurance Price Increases on Small Businesses</b></span></div>
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<span class="s1"> It used to be that increasing deductibles so people had more skin-in-the-game and would become wiser users of sick care was workable. As organizations, we could impact the pricing of insurance with our insurer through this. We could actually impact the slowing of rate increases or even a decrease. No longer. Yes, we still are invented to have high deductibles in order to lower premiums … but Obamacare requires the spreading of pricing across everyone, so-called Community Pricing. Thus, it’s effectively impossible to influence price for our organization due to our own actual usage trends. Result: We’re less invented to try harder, to improve our lifestyle choices. Yet, that’s what we must do.</span></div>
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<span class="s1"><b>Most Important Things A CEO Does ...</b></span></div>
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<span class="s1"> My TEC III member, Therese Pandl, CEO of four hospitals, was asked as part of a Beckers Hospital Review article, what she thinks is the most important thing a CEO does. Her response: “In my opinion, the most important things a CEO does are lead the culture and values of the organization to assure that the mission, vision and strategies are achieved; determine which businesses and markets the organization will be in for the foreseeable future; and develop leadership capacity for that future."</span></div>
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<span class="s1"><b>Miscellaneous</b></span></div>
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<span class="s1">• Dubai, as part of a government reorganization by Sheik Mohammed Bin Rashid Al-Maktoum (You remember him?) has created a new post, Minister of State for Happiness.</span></div>
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<span class="s1">• Demagogue, from Greek: Political leader in a democracy who appeals to the emotions, fears, prejudices and ignorance of the lower socioeconomic classes … Oppose deliberation … Accuse moderate and thoughtful opponents of weakness.</span></div>
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<span class="s1">• Interesting idea from Someplace: What if there were day care centers as part of assisted living/nursing homes? Injecting toddlers into their lives!</span></div>
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<span class="s1">• From Facebook: “Lord, give me Coffee to change the things I can change … and Wine to accept the things I can’t!”</span></div>
Phil Hauckhttp://www.blogger.com/profile/13213117638067258775noreply@blogger.com1