Jul 14 2018






The National Federation of Independent Business proclaims NOW is the first time in 45 years that confidence levels of US small business owners are prompting a growth and expansion attitude.


So, the time to grow is NOW.

But beware the temptation to charge full-steam ahead because pursuing more business or professional practice growth now probably means you’ll need to be pulling weeds first!

You’ll need to make more elbow room for your new or planned crops/flowers/products/services to gain more sunshine, and an increased share of watering.

And, remember that no matter how clear things appear above ground, nothing can grow when underground weed roots are commandeering the water supply, and strangling what you are trying to plant!

So, even with more sunshine, unless below-the-surface water routes are not also freed up, you will have done only half the job… ending up with half the possible results.


Well then, where do you start?

Just pulling harder on your weeds often only serves only to delay failure because the roots that remain (after the aboveground portions snap off) simply get larger and even more aggressive.

Odds are you already have a pretty good idea of where you want to end up, but before you set specific, realistic, flexible, due-dated goals in writing, step back from what you’re doing right now and assess your business’s ability to rise to the occasion.

In other words, honor the famous old quotes from Robert J. McKain: “There is no achievement without goals” and Earl Nightingale: “People with goals succeed because they know where they’re going.” And most importantly: Start with an honest appraisal of your SELF.

How capable are you and how much do you really want to spend the energy to make a difference for your SELF, your family, your employees, your customer/patient/client base?

How many people are presently employed by your business or professional practice?

Have each of them demonstrated a capability to rise to the occasion? If yours is a “family” business, how invasive is that influence on where you want to go?

Make a Yes/No/Maybe list.

Who among the “no” and “maybe” people are “weeds”? (i.e., they need to move or shift their attitudes somehow to allow more sunshine in… or they need to simply be removed by the roots because they are taking up too much space and water to continue with your new growth ambitions and directions.)

Decide how flexible/adaptable/energetic/motivated each of them is?

And what you think it will take to get each moving in the right direction.

Remember that weeds DO have a use

. . . when they are added to the mulch pile.




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Mar 14 2016




What can the matter be?



Gallup Research says odds are that your

employees may be costing you a

lot more than you think.


How so?


Fewer than a third of employees , says Gallup, are “Actively Engaged” with their work! (Does that furrow your brow?)

And more than half are “Disengaged” from their work! One out of five is, in fact, Actively Disengaged! (Does that make you snort?)

If you think it’s not true, maybe it’s because some of your people are just good actors! (Does that make you applaud as the cash falls from your pockets?)

upsidedown coin shake

But guess what? YOU are the boss. YOU are responsible. You can delegate authority, but you canNOT delegate responsibility.

Bosses who try to “pass the buck” inevitably fail. Bosses, however, who accept full responsibility and who lead by leading instead of by telling, who make genuine ongoing efforts to create a bond with their employees are the ones who help ensure and foster active employee commitment and –in the process– help ensure and foster black ink on their organizations bottom line!

So where do you start?




You start with the decision to start. This is a typically easy and quick step. You either want to be a better leader or you don’t.

Assuming your screen-tapping fingers are still capable of the task, START with a WRITTEN-ON-PAPER-WITH-A-PEN goal of where you’d like to end up, and if your goal statement is ever to work, it MUST be:

Specific       Realistic      Flexible     Due-Dated


If you stick to working through this in any meaningful way and steer clear of attempting shortcuts, this is a typically hard and slow process. But don’t be discouraged, the harder you work at this, the better your odds for success.

Next, review your goal statement at least daily. Sometimes hourly is necessary. Change it as you open new doors, uncover new problems, discover new directions, meet new people, discover new techniques. Remember, a key criteria is flexibility . . . a sudden storm can quickly disrupt a leisurely canoe trip and force a change in direction. Unexpected removal of a roadblock can shorten and speed up a long drive. When you get this far, check out: HOW to make your goals work.




Believe it or not, don’t share your goals with anyone else who doesn’t also have written goals, or who isn’t working with you on a shared goal. Why? Many people are either consciously or unconsciously invested in seeing others around them who strive to succeed, become failures. Doubt this at your own peril.

dog eats homework

Assuming you’ve kept your homework out of the dog’s mouth and actually done what you’ve accepted as necessary, and are getting into the swing of real handwritten-on-paper goals that are flexible, realistic, specific and due-dated, and that you are constantly upgrading them, and carrying them with you all the time and reviewing them as often as you check your wristwatch or smartphone messages, you need to start teaching your people to do the same thing for themselves.

Start them out with a deeeeep breath!

THAT process is a good beginning. But it can only start if YOU start!


# # #



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Jan 04 2016


What will you do with


your time this year?



FACT: As of Jan. 10th, you will have already spent 14,400 minutes of this new year that you’ll never get back!

QUESTION: On a scale of 1-10 (10=best), how would you rate your 2016 accomplishments so far? 

ONE MORE QUESTION: What will you do with the remaining 340,666 minutes (511,000 minutes minus 1/3 for sleep) in 2016?



Can the last question really be answered? Of course not. How could you possibly know what situations and circumstances will impact your intentions? So maybe intentions are not such a great thing. We’ve heard, after all, that they pave the road to hell, hmmm. And they’re kind of like expectations, right? And expectations breed disappointment, yes?

So where does all this quibbling over semantics actually leave us? Hopefully . . . (aw, wait a minute, isn’t “hopefully” like an intention and expectation combined?). Well then, is this an end to planning as we know it? Do we throw the goals out with the posts? (A little pun there for football fans.) Do we stop having objectives to pursue?

Planning is essential, but it is not a trigger for compulsive pursuit at all costs. Why is this important to consider NOW? Because:

Entrepreneurs are business junkies.


How do we know that strict, rigid planning fails? Because planning (i.e, goal setting) has been long proven to be successful only if the process of goal setting adheres firmly to specific criteria, and one of these is flexibility. The less flexible, the more stress. The more stress the greater the odds for failure.

There is something to be said for the thrust and direction of many, if not most, entrepreneurially-spirited engines . . . something that is most succinctly put as “living for the moment.” Entrepreneurs instinctively seek immediate gratification and are more focused on the “here and now” present moment than those in other careers.

It’s that old thing grandpa used to say about not putting off ’til tomorrow what you can do today. Entrepreneurs have a powerful need for a quick fix when things start to flounder or deteriorate, or when last week’s “high” begins to wear off. Sound familiar? It’s true.  Look around. Ask around.

Small business owners and operators have mostly learned the hard way –through trial and error and intuitive “street smarts”– that ongoing quick-fix actions are the only ones that get results, and keep businesses moving forward when the tide is changing or the current is a backwash.

But swimming upstream for any period of time can be exhausting to say the least, so the idea of taking immediate corrective/adjustment action needs, in reality, to be tapered only with the commitment to take only reasonable risks in the process, and to always imagine the worst case scenario before proceeding.

Try repetitively asking yourself the following question all during any crisis or critical period, hourly if need be:

“Is what I’m doing right this very minute

leading me to where I want to go?”

# # #

Hal@Businessworks.US          931.854.0474

Open  Minds  Open  Doors

Make today a GREAT day for someone!

God Bless You and Thank You for Your Visit!

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Oct 30 2014

FAKE Entrepreneurs

FAKE Entrepreneurs


male maskFemale mask

Listen to all the politicians toss the “E” word around, and it will be transparently clear that they haven’t the foggiest idea of what Entrepreneurship is all about. How do YOU stack up? Here are some solid clues and checkpoints:

FAKE Entrepreneurs indulge in constant chatter about how great their business ventures have been, and will be, instead of being focused on the present “here and now” moment, as real entrepreneurs tend to be most of the time.

FAKE Entrepreneurs waste time, energy, and opportunities by whining and complaining about what didn’t “go right.” They instead need to follow real entrepreneurial thinking which calls for learning from the process and adjusting it, then moving on to make their ideas work.

[We’ve all heard the famous comment from Thomas Edison in response to questions about his 10,00 attempts to invent the light bulb, and how he felt at having failed 10,000 times, that he said he instead learned 10,000 ways to not make a light bulb!]

FAKE Entrepreneurs talk nonstop in convoluted terms about big money deals they have made and will soon be negotiating, instead of real entrepreneurs who pay tenacious attention to their current cash flow.

FAKE Entrepreneurs react instead of respond and blame others (predecessors, parents, partners, competition, the economy, climate change, and childhood) for costly business errors and decisions, instead of accepting—as real entrepreneurs—that the upsets are the result of a conscious or unconscious choice that they made now or in the past, and getting on with life.

FAKE Entrepreneurs consistently “take entrepreneurial risks” without remembering to put the word “REASONABLE” in front of “risks.” Real entrepreneurs don’t bet the farm. Real entrepreneurs take more risks than corporate and government managers, but the risks they take are always reasonable and realistic.

FAKE Entrepreneurs refuse to set goals because they fear failure, and refuse to learn proven goal-setting criteria which include “flexibility” as a key determinant. Real entrepreneurs set goals and routinely change them as they go forward because A) Nothing is in concrete, and B) times, people, and circumstances often change at the proverbial drop of a hat.

[Reality dictates moving or adjusting the goalpost or the terms initially determined for getting into the end-zone. Real entrepreneurs know they don’t need to stay on someone else’s measured field or inside someone else’s stadium in order to score a touchdown!]

FAKE Entrepreneurs mask what they’re doing behind closed doors or armies of hungry lawyers, out of fear someone will steal their idea and beat them to the punch (and that, by the way, can happen easily while ego-feeding with those few, well-disguised, bad-news investor and business lawyer vulture-types!).

Real entrepreneurs understand that seeking trustworthiness in associates is paramount among desirable qualifications, and that proprietary rights, copyrights, patents, trademarks are important, but that the time and energy of appropriate types of attorneys must be carefully shopped for and firmly (and appropriately) channeled.

[With cautious judgment, real entrepreneurs will usually embrace competitive overtures (and sometimes offer some). Many businesses maximize success for themselves by clustering, or joining forces with, or bartering with other like-minded entities… often a mainstay of retailing to stimulate consumer shopping and even realize cost savings with co-op advertising and promotion events.]

 How do YOU stack up?

# # #

Hal@BusinessWorks.US      or 931.854.0474


Thanks for visiting. Go for your goals! God Bless You!

Make today a GREAT Day for someone!

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Aug 04 2013


With Volunteers,


Exceptional Leadership


Can Bring Exceptional Success


But working with volunteers demands exceptional leadership. Why? Because anything less can spell exceptional failure and — at the very least– produce exceptional frustration. When a nonprofit, for example, needs to depend on volunteer groups to handle special or ongoing projects, the odds are that one or more of five problem areas will surface.

According to Ed Bancroft, world renown leader in organization and management development, community development, and race relations, the five “Common Problem” areas that emerge in working with volunteer groups consist of:

1) Having too many goals

2) Lack of an adequate contract

3) Lack of leadership and accountability

4) Lack of rewards or recognition

5) Lack of attention to group process


When a volunteer group of any composition attempts to get started, there is a tendency to attempt more than can realistically be accomplished. So the basic tenets of effective goal-setting need to be addressed right from the git-go. Those criteria, together with some other goal-setting thoughts, are here and here and here.

After starting with a Priority Task List, Bancroft suggests charting answers to: WHAT will be done? HOW will it be done? WHO will do it? WHEN will each task be completed? and BY WHAT DATE will the goal be accomplished?

The most successful volunteer groups start with a (very specific) agreement regarding each person’s role and expectations, and in matching each individual’s strengths to the tasks at hand. (Tight agenda) group meetings, (specific) written job descriptions, and a permanent “How Goes It?” focus on ongoing progress are all means to the ends.

A great many volunteer groups stumble along, reluctant to deal directly with leadership accountability. This single shortcoming can undo the best of intentions and efforts. Clear role definition, including having a fulltime volunteer coordinator (or staff member), who links the volunteers with paid staff, helps ensure that volunteer energies are maximized.

Volunteers work for the good of the cause but also for personal recognition, and some form of reward for specific achievements. And, always praise in public! Volunteers should get priority consideration for staff appointments, be offered as much appropriate training as possible.

Remember to appreciate volunteers for what they give up: Besides time and energy, for example, there are often expenses they absorb for baby-sitting, lunches, and transportation. Free or discounted lunches, work time beverages and snacks can go a long way. Some volunteer programs qualify for Federal funds, United Way, or foundation grants to reimburse volunteers.

Most volunteer groups are not tuned into “Process” — how they work together and how they need to work together. They tend to lack awareness of essential communication and decision-making methods. Workshops focused on these skill sets and an appointed (very objective) Process Observer can be designated to provide ongoing feedback on what she or he observes of group dynamics.

 The excitement and enthusiasm levels generated

 in volunteer groups is directly proportionate to

  the attention given to the issues outlined above.

# # #

Hal@TheWriterWorks.com or comment below.

Thanks for visiting. Go for your goals! God Bless You!

Make today a GREAT Day for someone!

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Jul 20 2012

You got 20/20 Vision? Hmmm, what’s your Mission?

Is Your Vision Statement A Mission?

Does Your Mission Statement Have Vision?


It’s the 4th Quarter and you’re confused? Gee, hard to imagine . . .


Just because the media and politicians tell us the economy is getting better? Just because we’re looking at a healthcare reform that has absolutely nothing to do with healthcare and everything to do with costing business more money? Just because enemy combatant terrorist situations surface from those we’re told are not really terrorists, and from circumstances that we’re assured do not exist? Just because global-warming hoaxers have us running to refrigeration investments?


We’re probably feeling like confusion is nothing new, right? So why not live with a little more?

Well, here’s why: The business you own or manage doesn’t need to be as misguided and convoluted as politicians and the media. Remember they get paid for creating confusion. Your success depends on keeping things simple.

Keeping things simple starts with a foundation of mutual trust, an integrity attitude, tenacious awareness, and consistent hard work.

First off, don’t let anyone tell you to work smarter and not harder. That’s baloney! Every business success comes from hard work. Next, don’t let people confuse you about the characteristics and values of Mission and Vision Statements. [No, they are NOT the same!]

A Mission statement is essentially a declaration of intent, challenge and pursuit. It is your goal statement that clearly and succinctly explains what you plan to accomplish over what specific period of time and by what means. It is action-focused. Its ultimate success will be determined by the extent to which you cultivate mutual Trust among those you work with and oversee.

And, like every meaningful goal, your Mission Statement needs t0 be specific, flexible, realistic, have a due date, and be in writing. [Without all five criteria, you’ve nothing more than a fantasyland wishlist!]

A Vision statement is a heart-and-soul summation of where you see your business in 5-10 years. It is a picture you paint in your mind and share with others. It answers the question: If you succeed in your mission, where will you be? Its success is determined by your practice of —and ultimately your reputation for— high Integrity on a consistent day-to-day basis.

Your Vision Statement is a set of words that best describes what you imagine your future state of existence to be, and how you expect (hope) to be viewed by others: your employees, associates, vendors, customers, markets, industry or profession, and community. It is dream-focused. Its primary value is to inspire pursuit of your Mission.

What’s your Mission for next year? What’s your Vision for  five years out? For beyond 2020?

Oh, and in the same fashion that it helps to start ANY mission with 20/20 vision, it is often most useful to put your 2020 Vision on the table (to keep focused on it) while you develop your present Mission (or while you think up the ways to get where you want to end up).

# # #


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Open Minds Open Doors

Make today a GREAT day for someone!

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May 24 2012

Couples Who Work Together

Mom and Pop Businessess


Are Alive and Well In


Every Industry


and Marketplace



Because so many entrepreneurial ventures are launched, or brought on by, or result in hardworking people who also share a couple relationship (and because the marriage and work relationship I had with my wife lasted over 25 years), it seemed appropriate to devote a post to the subject. Maybe a couple of experience points here can benefit others?

  • FIRST: If you are in a love/work relationship and not killing each other every night, congratulations and God Bless You! You have somehow managed (or are at least still managing) to beat the odds. Being the spouse of a business owner or the spouse who is the brains behind the business owner (or are an involved but not-married business couple!) makes you special!

Very few relationships can withstand the attack on emotional, rational, and physical sensibilities that are brought on by the stress of running a business together, while living under the same roof. It’s important to stay “here-and-now” as much as possible. Have flexible, specific, realistic, due-dated goals (and write them down!), but remain focused on the present.



It takes a special way of relating to one another that requires greater sensitivity and sense of purpose than  a typical marriage where one or both partners leave the home each morning and return each night. I have often counseled to paint a line around the bedroom doorway and threshold beyond which, business discussions are not allowed . . . and communicate, communicate, communicate! Listen, listen, listen!

  • SECOND: Extreme trust and extreme sacrifice are the two characteristics of successful work/love relationships that cannot be compromised under any circumstances . . . ever! The temptations will be endless, but violating your love/work partner’s trust or not pulling your share of the load spell instant business failure, and often instant relationship failure too!

This distills down to being constantly conscious of not putting yourself in situations that could undermine the well-being of either your work or emotional relationship. Don’t go out partying on your own. Don’t hang out at bars or strip-clubs or trade show suites when you’re on business trips. Don’t wear provocative outfits when you’re on the road or attending meetings. Making a business and a relationship work at the same time requires integrity.

In other words, don’t ask for trouble

 because you’ll surely find it.


Working couples need to accept that friction will always be present. The trick is to work at making it be positive and productive friction. It takes far greater tolerance, patience and understanding than a non-working-together-couple relationship. The trade-off is that working couples–two people with one mindset–are almost always more effective and successful than flying solo.

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Hal@Businessworks.US    302.933.0116

Open  Minds  Open  Doors

Make today a GREAT day for someone!

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Feb 05 2012

TEST Where You’re Going

Get it in writing . . . 

The Hardest Business Task!


Yes, test your objectives. Yes, test your strategies. Yes, test your tactics. And, yes –first and foremost– test your concepts. It’s the only sensible way (before spending money on ideas that might sound great, but that fail to produce), to make sure your pursuits are solidly grounded and integrally connected. 


What’s the hardest task in business? It’s really not hiring and firing, or funding, or maintaining operations, or making sales (though HR, finance, operations, and sales people may all want to lay claim to having the most difficult jobs). The hardest task is getting it in writing. Huh”? What’s “it”? And what’s so hard about writing? Writing what

I believe the most challenging of all business tasks is getting your direction and contingency plans straight. (Considering widely-published SBA findings that over 90% of business failures are attributable to “poor management,” knowing where you’re going is certainly Job One for most entrepreneurs.)

Writing your objectives clearly, simply, specifically, realistically, flexibly –and with a due date attached– has proven time and again to make the difference between revenues and profits, between success and SUCCESS!


The more principals, partners, investors, advisors, managers involved, the harder the task. It becomes exponentially difficult because –to have any value– everyone involved must agree at least somewhat with every word. In other words, agreeing on a precise target is sometimes the most trying of all challenges.


Is it (your target objective) the same as your Mission or Vision Statement?

No, but it probably needs to directly reflect both.


Whatever the objectives (or goals) are that you verbalize for yourself or your business, they need to be:

A) Missions in and of themselves, and they must fit conceptually under the umbrella of your own or your company’s overall Mission Statement.

[If your objective(s) fail to measure up to your overall Mission Statement, or don’t quite fit under its umbrella, re-examine where you’re headed with things. You may need to switch gears, or direction, or timing, or desired results.]

B) Following the path of your Vision Statement.

[If this isn’t happening, redirect your focus or re-visit your Vision Statement to consider some adjustments.]

Can you make changes and still be “on-target” with your pursuits? Absolutely! Remember that flexibility (together with realistic, specific, and due-dated) is one of the key criteria for effective goal-setting. If you’re not reaching the goal you defined, be flexible enough to redefine it, or change the tactics you’re using.


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Hal@Businessworks.US   302.933.0116

Open  Minds  Open  Doors

Make today a GREAT day for someone!

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Dec 18 2011

Christmas Carol Business Message

What’s YOUR nomination for a best business Christmas message? 

“…To face unafraid


the plans that we made…”

(From Winter Wonderland


Endless studies show people are more afraid of public speaking than of death, so it would seem to follow that most people refuse to set goals for themselves and their businesses because they are afraid of failure to achieve what they decide to pursue. I mean that makes sense, doesn’t it? Fear of failure is part of life, right?

Well, there are all kinds of answers to that hypothesis. Fear is a behavior and all behavior is a choice, so fear is a choice . . . why choose to be afraid? Having no goals (especially if you own or run a business) is like being captain of a ship that has no rudder — another example of what seems to me to be a curious choice.

Did you know that when you decide to tell someone else (who doesn’t set goals) about your goals that you open yourself to such criticism and undermining that you stand to actually end up taking steps backward instead of forward?

Did you remember that effective goal-setting requires strict adherence to a simple set of criteria? A goal that’s realistic (to separate it from frivilous pursuit of wishes, hopes, and fantasyland) must be, in fact, realistic. It must also be specific, and due-dated. be clearly written down and carried with you, and –aha!– be flexible!

If you set a goal that looks like it’s not going to happen as you get to the the due date, be flexible: change the due date. Or change the expected payoff, or the dimensions or parameters of the goal. Flexibility means it’s okay to change the goal and the direction or the planned result. Y0u will not be a failure unless you choose to be. 

Writing your goals down and carrying them with you forces your brain to buy intro them. It’s not unlike checking your wallet before you go someplace special to make sure you can cover anticipated expenses, or at least to simply take inventory. It’s a self-discipline behavior that keeps you focused on what you will achieve.

By keeping yourself focused on your specific, realistic, flexible, due-dated pursuits, you increase the odds for success dramatically, and the avenues you take will be more compatible with what you seek to achieve. In addition, your focus will attract endless resources to help you get where you’re going — people, events, information, money.  

Face unafraid the plans that you made . . .


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Dec 13 2011


You are NOT


“going into” 2012!


You are making it happen!


You’re an entrepreneur!



The forecast: stormy, bleak, doom and gloom? I don’t think so. You didn’t start or take over a business to improve your skills at playing the victim role. When you kicked into second and third gear, it was because you saw stars in the sky and you knew you were making your own choices, creating your own destiny. Right?

So, let’s look at the mess we’re in realistically. We have a chance to get out of this year standing upright, and to make happen what has to happen. To jump-start 2012– make the very best possible use of the next two weeks. That means, first and foremost, to do family relax time, pay attention to your SELF, and go with the flow.

In other words, abandon the maniacal pursuit you’ve been on all year in favor of jetting down, assessing yourself and your business. Refocus your day-to-day activities. Relax your brain, and set some meaningful, realistic goals that serve to both challenge and guide your interests and activities.

Did I say “meaningful”? Yes. Scribbling or txtg a nice-sounding statement about what you aim to do in 2012 may make you feel like patting yourself on the back, but it doesn’t mean beans about what’s real and possible and what needs to be flexible and specific and have a deadline attached. Who says? The Chief Goal Keeper.

If what you come up with as a target for yourself and your business fails to accomplish all six (That’s ALL SIX!) of the following criteria, you are simply not serious about wanting to improve your life. People fail at goal-setting because they fail to be flexible, to realize that not reaching a goal means only one thing: Change The Goal!

To be effective, any goal you set must be specific, flexible, realistic, due-dated, written on paper (and adjusted regularly), and carried on your person! Take all six of these steps, and keep your goals to yourself (because too many people who don’t have goals will try to discourage you from achieving your own!). 

If you do exactly what’s suggested here, you will be successful beyond your wildest dreams in 2012 because you will be making it happen… because you are an entrepreneur, and entrepreneurs don’t “go into” things; they make things happen. Will you? Are you an entrepreneur or a victim? Creating your own destiny is your choice! 


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