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The heading above is not a code. It is what it is. Misdirected and misunderstood and miscommunicated talk ruins companies. It rocks the business foundation like an earthquake. Some survive. Many don’t.

Small business failures are blamed on as many reasons as there are small business, yet every single one of them reduces itself to poor management.

Go ahead and accuse under-capitalization, faulty equipment, incompetent staffing, ineffective marketing, convoluted financing, the rotten economy, and your mother-in-law, but the truth will out:

The true culprit, inevitably, is  poor management!

And heaven knows the failure rates alone walk with a heavy foot. As fuzzy as the attempts to grasp accurate figures, it is commonly accepted that only two-thirds of all small business startups survive the first two years and fewer than 50% survive to become four-year-olds!

If you’ve got some startup ideas,

you may want to read that statement again

. . . and the next one!


Toss in that on the average a business startup will not likely break even financially (if it survives long enough) until year six, and it’s often quoted by the inept SBA that nine out of eleven new businesses fail in the first ten years! It’s no wonder that those among the weak-willed tend to flock toward cushy government jobs.

One of the leading indicators of poor management is poor people leadership, which translates to poor communications, which translates to that whole “Loose Lips Sink Ships” expression — too many people talking too much too indiscretely to too many others, both inside and outside the company.

And the rapid onset of text messaging has both

amplified the risks and raised the stakes.


When employees are unhappy, they talk. Unhappy employee talk creates waves of negativity, which can ultimately build to tsunami proportions. The business goes down and the owner throws up his or her hands proclaiming some vague reason. But, in the end, it’s poor management.

Savvy business leaders know that it’s not always money issues that harbor employee resentment. They know that happy employees are people who are challenged and who are given responsibility.

Happy employees are people who naturally seek fair compensation, but who will –more often than you might imagine– settle for frequent (and genuine) praise and small, frequent expressions of gratitude. And happy employees don’t indulge themselves in orange-alert-level chatter. They don’t host or entertain gossip.

When employees like their jobs, they also talk. And that talk is positive. It cultivates sales, community respect, and more employee positiveness. So, there’s some kind of choice here?

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