Sep 29 2015

DAY 16 – 30 Days To The New Economy

Your Role In History As An Entrepreneur

 Imagine Leadership


and Management


The traditional organizational chart is a construct left over from Alfred Sloan’s leadership at General Motors in the early 20th Century. That, my friends, is 100 years ago.

Adapted from the book 30 DAYS TO THE NEW ECONOMY written and published by Peggy Salvatore


In the 1980s, the hierarchical organizational chart was challenged by enterprises that found products were better built when workers had ownership of their production. The philosophy of pushing decision making down to the employee flattened the organizational chart somewhat and relationships became “matrixed.” In other words, people sometimes had multiple layers of reporting and responsibility as well as accountability and all those layers were spread throughout the organization.

The shift away from top-down thinking has been gradual. It paved the way for entrepreneurs in the New Economy to be comfortable spreading responsibility, accountability and rewards across the organization — based on performance, not role.

Leadership and management in the New Economy is about vision— and goal-setting.


It’s about being able to get out in front of the parade with a baton while respecting the fact that without a parade, Internet Joe is leading no one.

orchestra leader

And here is where the distinction between leadership and management takes a leap.

True leadership isn’t conferred as much as it is earned.

True leaders are people who others follow, in fact emulate, for their innate qualities. This harkens back to our first and most important quality of leadership, and that is integrity. People naturally follow someone they trust; they know they will wind up somewhere worth going. That requires a bit of a track record.

Management skills can be learned. Management is about the ability to align and assign resources to achieve goals. Managers don’t require the kinds of rigorous traits of a true leader but they do require consistency, persistence and organization.

Managers don’t need to be leaders.

But great leaders get nowhere without great management of resources. If an entrepreneur is not a great organizer, it is critical she or he hires one.

A great idea, even with enthusiastic followers, goes nowhere without someone to arrange the resources in straight lines, all headed in the same direction.

Leadership and management don’t have to be embodied in the same individual. They do, however, need to be together at all times for efficient allocation of resources. An entrepreneur in the New Economy needs efficient organizational alignment with wise distribution of responsibility and accountability — even though your business map will not resemble, even remotely, Alfred Sloan’s hierarchical organizational chart at GM.

A successful Entrepreneurial Leader today

is not at the top of her or his organization.

He or she is in the lead, and that is a very different position.

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For more information on Peggy Salvatore’s book: 30 Days to the New Economy [© Peggy Salvatore 2015. All Rights Reserved.] click on ENTREPRENEUR NEWS or visit for the E-book

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Sep 14 2013

Leading Followers and Following Leaders

When Followers Lead Leaders


You think only a weak leader would step aside when followers close rank and try to take over? Maybe you’ve seen too many wild-eyed-pirate-and-rats-desertion-of-sinking-ship themed movies. You may want to revisit your thinking because in a lot more than some cases, stepping aside is an indication of truly superior and truly successful leadership!

There are probably as many avenues to leadership roles as there are leaders, yet none of them reflects the inherent strength-of-leadership qualities of authenticity and transparency as –like raising world-class children— being able to move confidently out of the way when followers (or your kids) take up the flag and charge forward with it.

No one ever said that being a parent or playing a parental role in business and professional practice development would be easy. In fact, parenting of any kind may well be among the hardest of life challenges. On the heels of committing to the ongoing practice of nurturing and investing in self-responsibility, personal and career parenting is certainly job one.

Why would self-development come first? Because if you cannot be true to yourself, you cannot be true to others. If you don’t know and aren’t continually searching out what makes you tick, you can’t possibly be in a position or mindset to lead others. If you don’t value your self and appreciate your own strengths and weaknesses, how can you measure and guide others?

When followers lead leaders, it may be because the leaders have faltered or it may be because the leaders have thrived on showing the way, on lighting the path, on motivating others to see that light AND the path, and on stepping out and onto it.

Weak leaders work at keeping followers following.

Truly great leaders

inspire followers to become leaders.


Which are you? Which are you becoming? Where are you aiming? What’s your target? Your goal? Your objective? How will you get there? The more you help others to grow as leaders, the more you grow as a leader. And since all of this swirls around what you think and how you behave, it’s worth remembering that thoughts and behaviors are a choice.

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Oct 21 2012

The 3rd of 10 Things Nobody Tells Entrepreneurs





Now what exactly do I mean by such an apparent contradiction? Answer: That leadership begins (and thrives) with attitude. “Yeah, Hal, right! Sounds great, but what kind of attitude and HOW does someone get it? Like it falls from the sky, or what?” Good questions. No it doesn’t “fall from the sky,” but it does begin at the beginning.

Leadership begins at the beginning, without a following, without an entourage, without an expedition, without a master plan, without a goal line, and without intentions of superiority or competitiveness. Effective leadership starts simply, with a mindset that exudes integrity at every turn in the road.

Leadership starts with an attitude that explodes in words and actions which set examples. Exemplary words and actions– by their very nature, by their very implementation– attract the attentions and admiration of others. True leadership attitudes ignite, engage, motivate, and sustain without ever having to ask others to roll up their sleeves and dig in to work alongside you. When people step it up and rise to the occasion, others rise as well to follow.




A true leader simply demonstrates the qualities of behavior that set her or him apart from the pack, but this is accomplished by taking action, not by talking about taking action, or by aiming to play a leadership role.

Neither do great presentation or oratory skills make a great leader. Walk the walk beats talk the talk. Track-records speak louder than words. Show me what you’ve done and show me how to do it are far more important follower requests than tell me how great you are.

Effective leaders are great activists who consistently strive to teach and motivate by quietly doing. He or she is a great innovator, and a great solutions creator who takes entrepreneurial pursuits to completion, who doesn’t stop short with an idea, and who thrives on the sense of accomplishment that accompanies each step of bringing an idea to fruition.

Leaders move constantly forward. They turn over every stone and readily adjust themselves, their approaches, and the processes they use along the way, unafraid of taking action without having all the information.

Focusing on the finish line is not leadership. Focusing on each step, as the fortune cookie might say, prevents one from falling on one’s face, and almost always wins the race. 

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Jun 12 2011

YOU HAVE 86,400 SECONDS . . .

24 Hours from right now,


you will have used up


86,400 seconds of your life.


Will you have made them count?


How often do you micro-manage your SELF? From all I’ve been able to determine in studying truly successful people, is that they seem –universally– to do this on a fairly regular basis. They plan and deliver to themselves short periods of introspection.

A few minutes a day perhaps. Or maybe an hour or two over the weekend? Is it time to prime the pump and recharge the batteries?

“I take yoga,” one person tells me. “I run (walk, jog),” others proclaim. There are also, of course, the “workout freaks” whose lives revolve around the gym and the weights they lift.

The bottom line, though, is that –while all of these and many other methods are great for all-around good health– it takes that extra conscious attention to the unconscious to be fully productive and rise above the limits of physical accomplishment.

Don’t abandon yoga or running or lifting. Take them to the next step and make them work for you.

Creative and spiritual people excel at this.

Some part of them knows instinctively when and where and how to mentally and emotionally “drop back” into themselves for a How Goes It?” self-inventory and assessment.

It’s rarely as formal and compartmentalized as this suggests, but it nonetheless serves to rally your energy and your focus.


If you’re serious about wanting to take as full advantage as possible of every passing day’s worth of 86,400 seconds, you will not be offended by my never-ending suggestions to integrate more deep breathing into more of your life: Just click here for the free 60-second exercise that can change your life, and ignite your business.

Deep breathing gets more oxygen to your brain for better decision-making and it stimulates blood flow for more relaxed, not weaker, less stressed muscles. It works for every level of health and fitness. You will feel better!

The combination of effects rewards those who make deep breathing an ongoing practice, with substantially-increased self-control, self-confidence, and better health. It’s free. With little practice, it’s also “invisible.”

With improved self-control, self-confidence, and health, also comes a much-enhanced ability to respond instead of react to what would otherwise be stressful external circumstances and individuals.

If you don’t react, you can never over-react!


That single benefit is generally the “crowbar” that separates true leaders from lifelong followers. And if that’s not enough, be reminded that self-control and self-confidence come partnered with HIGH TRUST!

Who wants to follow someone who’s out of control emotionally, or for whom they have no or low trust?

So, making the most of your next 86,400 seconds will serve to point you in the direction of strengthened self-control and leadership. What more could you ask? Uh, odds are you’ve probably just used up 100-150 seconds reading this post. That leaves you with about 86,200 seconds in the next 24 hours. make the most of them!

And remember that pausing to enjoy, and to introspect, helps ensure that your next round will also be productive! Oh, and did I mention “HAPPY”? Well, if you’re feeling mentally, physically and emotionally healthier, and getting more accomplished . . .

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Hal@Businessworks.US or 931.854.0474

“The price of freedom is eternal vigilance!” [Thomas Jefferson]

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May 17 2011

Being “green” is useless if you can’t afford to eat!

Stewards of Sustainability:


Show Us Your Cupboards!



The latest Gallup Poll shows 47% to 19% of Americans are opposed to raising the debt ceiling.

No doubt for perceived vote-getting value, Mr. Obama appears to be seeking to steer us away from this issue by pretending to be fast on the heels of solving the gas price disaster (which threatens to thoroughly destroy whatever remains of America’s economy) by attempting to extend oil production leases and hold more frequent lease sales.

Sounds great, but like so many other too-little-too-late White House manipulations, this horse will stall at the  gate. More oil drilling sounds good, but doesn’t mean anything. Gas prices will not change anytime soon. Why? Because too long a time has been taken to initiate action. Oh, and by the way, the EPA has to approve it too. They won’t.

As every successful business owner knows, REAL leaders faced with real crunch situations –like skyrocketing gas prices, moving debt ceilings, Mid-East tension tentacles, and let’s not forget the U word:  Unemployment— use instinct and at-hand information to act. They act first, and worry about analyzing the decision afterward.

From Albert Einstein to Bill Gates, the world’s genius’s have said that all we ever have is limited knowledge. Taking too long to make decisions is a major downfall of corporate management — analysis paralysis — and government is a prime contender. Gas pump prices have been an “immediate” issue with the public since 2008!

Your business would have folded by now if you spent three years of foot-dragging and kicking around should-we-or-shouldn’t-we options to solve a major “immediate” problem.


One need not be either Einstein or Gates to see that continually rising gas prices create continually rising shipping and transportation prices, which create continually rising food prices.

This progression (regression?) of true-grit stress triggers is like throwing explosives in the fireplace, especially when we add to the mix our continually rising unemployment rates, devaluation of the dollar, and loss of global respect.

(Ah, yes, and all the while, we tug at the small business choke-hold leash of mandated healthcare on the short horizon.)  

And we’re only addressing the relationship to small business here. Consider the even larger impact on family life and managing stress. Fuel affordability factors itself quickly into human dignity and self-esteem issues when gas pump prices exceed ability to take a weekend break visit to the shore or the mountains, the zoo or a sporting event.

Global leadership is simply a worthless wish if the nation’s economic foundation continues to crumble.

Socialist causes are draining the reality of economic resurgence.

Being “green” is useless if you can’t afford to eat!

How far are you willing to be pushed before stepping up to work for new national leadership that will take action over sound bites and voter-control agendas?

The brink of bankruptcy?


There are 30 million small business owners worth of clout in America. Use it or lose it!


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“The price of freedom is eternal vigilance!” [Thomas Jefferson] 

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

Make today a GREAT day for someone!

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May 11 2011

Are you a leading leader or lazy lecturer?

Being smart enough to


practice what you preach,


separates leaders


from lecturers.



Lectures are discourses packaged for delivery to “career students,” government employees, and sheep.


None of these needy creatures care about whether a lecturer has lived up to the spirit and letter of the lecture focus, or has actually practiced delivering her or his lecture to a match-up audience in order to gather advance feedback for adjustment purposes. Lecturers rarely indulge in studying themselves or their audiences.

So practice –for the purposes of this post– means doing what you ask or tell others to do, but it also means trying out and rehearsing your presentation of what you plan to say. How else can you make sure it communicates clearly to those you seek to communicate with? Simple enough, yes? But, aha! It’s rarely done, except by leading leaders.

If you’re not in a business emergency or an emergency business, slow down what you have to say long enough to think through what you have to say before you speak, before you hit “Send,” before you release or publish it. . . in person, on the phone, in emails and text messages . . . in meetings, presentations, and marketing.


Regardless of the nature of your business, are you certain your words, and vocal or written tone of voice are effectively communicating the ideas and points you want to convey? Have you tried, tested, and rehearsed the important messages in ways that encourage and generate meaningful and honest feedback? Are you sure?

You know all that stuff about first impressions, active listening, and soliciting effective feedback, but are you doing it? Have you set yourself up to be approachable? Great writers get great readers to review and edit their drafts.

Smart entrepreneurs and business owners often clear subject matter they want to transmit or present with their lawyers, accountants, advisors and consultants, investors, partners and referrers, but fail miserably to get representatives of their target audiences to tune in, understand, and respond productively to their spiels.

If you fail to get direct and primary feedback from your sales team and key customers, for example, on a new marketing direction or branding program or revenue stream, you are likely to fail with it.

It really doesn’t take much to advance-check your facts on Bing or Google.

It doesn’t take much time either to advance-check the opinions and perceptions of those you seek to impact.

The medium is (still) the message — at least half the message anyway.

Professionally-run focus groups and interviews are hard to beat for first-hand qualitative input.


HOW you come across cannot be a random hit-or-miss event when it’s an investor, bank loan, partnership, major customer account, or key employee you seek to influence. Reassurance comes from asking and adjusting, asking and adjusting, and asking and adjusting.


“Yeah, but I’m better when I wing it!”


Don’t kid yourself. That’s an excuse to not do the hard work of preparation. You may think you’re a great spontaneous presenter, but you should know that others can tell when you’re winging it!

— —————————-

On top of all this rationale, the icing on the cake, is the intangible but striking value of engaging others in your process. By soliciting others’ opinions and judgments, you are motivating, encouraging, and rewarding those you draw from. You set them apart by sharing a special level of trust with them.

Think about the feelings of importance, responsibility, and confidence you feel when others ask for your input. Leading leaders lead by inspiring enthusiasm, innovation, and entrepreneurial thinking. They motivate others to achieve. Practicing what you preach motivates others to achieve.  


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Hal@Businessworks.US or 302.933.0116

“The price of freedom is eternal vigilance!” [Thomas Jefferson] 

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

Make today a GREAT day for someone!

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Oct 20 2010


 The “Inner Game”


of Covering Butts


There are three levels of political “game” playing in every business.


Most productive and well-intentioned among these three levels of business politics are what I call the WHOLESOME game players. Their agendas are comprised of earnest pursuits.

They are passionate about their lives and invested in making the most of their roles to nurture, enhance and grow the businesses that support them. They stimulate innovative thinking and healthy competition. They seek to make a difference.

They are leaders and team-players both. These are invigorating people who enjoy the daily challenges and opportunities of their lives and careers, who share and sweat and sacrifice to make a business work.



On the flip side of business politics are the MANIPULATIVE game players. These are crafty, strategic-minded, self-indulgent “hallway hoverers” and “meeting Marxists.” They carry hidden agendas.

When they’re not busy disrupting or fostering disruption, they lurk in the shadows, watching and listening and figuring out how to fold what they learn into what they can use for themselves. Government and quasi-government agencies are–like tape-edged mattresses to bedbugs–breeding grounds for manipulative games and players

These are insecure people who do everything possible to undermine and inhibit others, who never hesitate to cut quality and value corners, who expend inordinate amounts of time and energy covering their butts, and raising their own flags.



The word of choice here is malleable. It means easily taught or managed (also, easily hammered, which is significant). The MALLEABLE game players are really non-gamers, but will go with the wind as it best seems to suit them on any given day.

They aim to please, but not make waves. In a room full of foul language, off-color stories, sexist or racist remarks, they will quietly nod and smile just enough to not stand out. They will also work their tails off when motivated by a WHOLESOME game player. 

These are the people who comprise the majority of America’s workforce.


Like following the motivational applications of Maslow’s Hierarchy of Needs (by rewarding others at the place in time, and at the level of personal needs that they will most respond to), you –as the business owner or manager– must be a detective to be an effective leader. You need to ferret out those whose self-serving behaviors are threatening to flush away your hard-earned business success.

And, by the way, if your business is still alive and kicking through this pathetic economy, it IS a “success”!

How to get started? If you are in the LEVEL I group above, you are already well on the way.

You would do well though to refresh your brain with some Google or Bing searches of Maslow’s Hierarchy and dig into the structure and meaning of it. Measure what you know about each person involved with you, and decide current need levels for each. Reward their efforts accordingly. Often, a news release or car servicing works better than cash! (And remember that need levels can change daily, even hourly!) 

As you stumble into individuals who appear unaffected by your efforts, spend talk time with them to confirm or deny the evidence. If the investment in getting a person on track is worthwhile, go FOR it. If not, let go OF it!

[If you want a little coaching with this, or have a particularly sticky staff issue, give me a call.]


You can save the economy by helping to move small business forward . . . Support those who support free market competition healthcare and job creation tax incentives for entrepreneurs! 


302.933.0116 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.
 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

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Jul 11 2009


“Leaders have to control their


emotions under pressure.”


Rudy Giuliani, Time Magazine’s “Mayor of the world”


     We’re reminded to be kinder than necessary because everyone we meet is fighting some kind of battle. If that reminder is only half true, we’re talking about a lot of pent up stress. Bottled up anxieties = emotions under pressure. Leaders, by virtue of being leaders must rise above that.

     Forcing your brain to functionin ways that are totally opposite of what you are feeling can be a daunting if not overwhelming challenge, but not one that’s impossible. Why? Because you choose your behavior. You choose whether you will reACT or reSPOND to any given situation.

     Being aware that you have that choice and consciously making that choice is a fairly conclusive bit of evidence that you are indeed someone who is in a leadership position. This is not to say that you need to be unfeeling or insensitive about other people and situations. It means you need to control your feelings when you’re in the pressure-cooker!

     The best starting point for this is to follow the 4-step 60-second exercise spelled out at:

     Next, recognize that not only is the act of leadership a choice, but so too is the designation that empowers the action. Or, as some have more succinctly put it: if you can’t take the heat, get out of the kitchen!

     Remember too that leaders are both born AND made, but that leadership doesn’t fall from the sky! 

     What is this elusive quality all about? TIME magazine (which I don’t think gets very much right in general, but happened to here) had this to say about designating Rudy Giuliani as “Mayor of the World” and as the 2001 “Person of the Year”:

For having more faith in us than we had in ourselves, for being brave when required and rude where appropriate and tender without being trite, for not sleeping and not quitting and not shrinking from the pain all around him.”

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