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Name of author Rick Baker, P.Eng.

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Many businesses struggle because…

by Rick Baker
On Mar 15, 2011
1. People do not do the work required to understand themselves or others
 
Why don’t people do that work?
  • Because we didn’t realize this is important
  • Because we believe we do not have time*
  • Because we assume
  • Because we have not been taught:
    • how to do self-analysis
    • how to listen
    • how to ‘read’ people
  • Because it is hard work
 
2. People’s Values are in conflict...and often, they never even know it
 
Why don’t people work to ensure Values are in synch?
  • Because we didn’t realize this is important
  • Because it is personal and can be sensitive territory
  • Because we underestimate the possibility and extent of the differences
 
3. People do not think accurately before they act
 
Why do we act without the support of accurate thinking?
  • Because action receives attention and applause
  • Because most education delivered by others is about what we should do and how we should do it
  • But we are rarely, perhaps never, taught how to think accurately
 
Footnote
 
Statistic: people of the U.S.A. watch 100,000,000 hours of TV
…every weekend
…and that’s just the commercials!

Tags:

Entrepreneur Thinking

A CEO does only three things

by Rick Baker
On Feb 22, 2011
That’s what I read on a ‘scroll’ in my friend’s office last week.
 
My long-time friend, Rob Kirkby, founder of Energy Advantage, has a plaque standing a few feet from his desk and chair. The scroll on that plaque caught my attention. I asked if I could take a picture and write a Thought Post about it.
 
Rob agreed…
 
Here is the picture…taken with my BlackBerry
 
A CEO does only three things:
 
Obviously, I was in a bit of a rush…the picture is a bit fuzzy.
 
Here’s what the scroll says:
 
A CEO does only three things
 
Sets the overall vision and strategy of the company and communicates it to all stakeholders.
 
Recruits, hires, and retains the very best talent for the company.
 
Makes sure there is always enough cash in the bank.”
 
Business Leaders spend much time thinking about best practices. I know Rob is a very thoughtful fellow…there is no question he has spent much time thinking about best practices, including the best practices of his role - the CEO.
 
When I saw ‘Rob’s scroll’ my first two thoughts were about key success factors and vital signs for business performance. Key Success Factors are the very-most-important things we must get right in order to succeed in business. Vital Signs are our way of describing specific business tasks we must monitor if we are to achieve our Goals in order to succeed in business.
 
When I saw ‘Rob’s scroll’ it was clear Rob had decided key success factors and the daily vital activities for his CEO role. I say daily vital activities because Rob can not avoid seeing his scroll every day, every time he sits at his desk. So, his scroll stands as a constant reminder…Rob’s benchmark for action.
 
For me: ‘Rob’s scroll’ provided an excellent reminder about many things required for excellent Business Leadership… recognize what’s most important…keep it simple…monitor daily vitals…remind yourself…breed good habits…and lead by example.
 
Thanks for this great illustration of leadership, Rob!
 
A link to Energy Advantage’s website: www.energyadvantage.com

Tags:

Entrepreneur Thinking

“The Driving Force” - The Leader’s personal Values fuel everything

by Rick Baker
On Jan 11, 2011
Why?
 
Why do personal Values fuel everything?
 
As an introduction, here are a few answers:
  1. Decision-Making is simplified when values are clear and known. When decision-making is simplified, that creates efficiency…and efficiency means lower costs, higher gross margins, and higher profit.
  2. Trust can be built quickly. Deals are easier to do when the parties each knows the other’s ‘good values’. Trust promotes prompt and fair deals, so more opportunities are realized. Trust helps us build long-term relationships…an efficient and effective way to grow business.
  3. A group of people who share common ‘good values’ and work together toward shared goals have an opportunity to achieve excellence & accomplish great things.
3 examples to introduce why personal Values fuel everything
 
Decision-Making is simplified
 
“It is not hard to make decisions when you know what your values are.”
 
Roy Disney, Film Writer & Producer [nephew of Walt Disney]
 
“Values provide perspective in the best of times and the worst”
 
Charles Garfield, Business-Leadership Author
 
Building trust becomes easier & quicker
 
“Earnings can be pliable as putty when a charlatan heads the company reporting them.”
 
Warren Buffet, Investment Entrepreneur
 
"Trust is equal parts character and competence... You can look at any leadership failure, and it's always a failure of one or the other."
 
Stephen M. R. Covey, Author & CEO
 
Higher likelihood of accomplishing excellent things
 
“Authentic values are those by which a life can be lived, which can form a people that produce great deeds and thoughts.”
 
Alan Bloom, Philosopher
 
“Executives will have to invest more and more on issues such as culture, values, ethos and intangibles. Instead of being managers, they need to be cultivators and storytellers to capture minds.”
 
Leif Edvinsson, Intellectual Capital pioneer

Tags:

Entrepreneur Thinking | Spirited Leaders | Values: Personal Values

Keep an eye on your Human Resource gaps

by Rick Baker
On Dec 21, 2010
Business is about People, Process, & Situations.
 
Since People create the Process and the vast majority of the Situations…
 
business is about People.
 
That sounds too basic to be of much value.
 
That last point would be true if the People aspects of business received due consideration all, or at least most, of the time.
 
That is not the case.
 
Frequently, people feel they are caught up in the hectic pace of business. They feel so caught up they forget to give enough consideration to the People aspects of business. Many businesses, particularly smaller businesses, have no Human Resource Dept. Considering the large number of smaller businesses; the majority of businesses have no skilled Human Resource personnel.
 
So - many businesses handle their Human Resource issues in an unplanned, reactive way.
 
Simple Human Resource steps can be taken to cover the People aspects of your business.
 
Those steps should be taken at the strategic level:
  • Vision
  • Mission
  • Values/Culture
  • Communication
  • Overall Goals
  • Etc.
Those steps should also be taken at the operational/tactical level:
  • Dept. Goals
  • Individual Goals
  • Role Descriptions
  • Performance Reviews
  • Etc.
Those steps should also be taken at the business-function level:
  • Marketing
  • Sales
  • Purchasing
  • Etc.

Tags:

Entrepreneur Thinking

Family business thoughts

by Rick Baker
On Nov 9, 2010
Joan Fisk shared many personal stories with us at the October 22nd Centre For Family Business breakfast event.
 
Several of Joan’s comments and stories struck chords with the audience.
 
Joan was kind enough to let me share with you some excerpts from her presentation.
 
Joan’s grandfather, Edward Warnock, while in his early 40’s conscripted to support the Canadian Second World War effort in 1939. This point struck me because my grandfather, almost the same age, did the same thing…leaving his teenage children for 7 years. From time to time, we must pause to remember the war-courage and war-sacrifice recent generations have been spared.
 
In 1954: Joan’s father, James Adam Warnock, picked up the broken pieces of the family business and started over. Within less than 10 years, James Warnock’s life had changed from that of a privileged private-school graduate to a ‘broke’ husband with 4 young children…soon to be 6 young children. Joan’s story of her father’s dedication to re-building the family business is one of the most fascinating family business success stories I have heard. And, the way Joan told the story was laced with openness, respect, realism, tolerance, and love.
 
Joan’s words will show you what I mean…
 
“My father, as you have heard, was a true entrepreneur. He refused to give up when he was faced with the demise of his family business empire, and it was this unbending drive, energy and passion he passed on to his children.”
 
Joan also spoke about ‘change-for-the-better’, including the positive change confirmed by the roles women now serve in business…
 
“In previous generations, generally accepted business practices did not include taking a woman into the company. That was on a par with taking women to sea: bad luck at worst and a lot of trouble at best. As you heard in the history of the Warnock Family business there were no women successors in the first 4 generations.”
 
In 1978 Joan became the 5th-generation President of the family business, Tiger Brand Knitting Company Ltd.
 
And, Joan shared a touching father-daughter story about how that happened too.
 
Joan: Thank You for sharing your sharing your family-business stories with CFFB members, sponsors, affiliates, guests, and friends.
 
Footnotes:
Joan Fisk…samples from Joan’s bio
 
Pres & CEO, Greater K-W Chamber of Commerce, 2008-2010
VP International Women’s Forum, 2007-2010
Director – Wilfrid Laurier University, 2005-2010
Owner – Joan Fisk Designs, 2005-2010
Director – Gore Mutual Insurance, 2000-2010
President – Tiger Brand Knitting Company Ltd., 1978-2005
 
 

Tags:

Leaders' Thoughts | Entrepreneur Thinking | Family Business and CFFB

Family Business Success Story - Wright Landscape Services

by Rick Baker
On Oct 28, 2010
When you sink that absolutely amazing putt at the Conestoga Golf Course do you think of the Wright family?
 
Well, if I ever manage to sink a long putt then I will think of the Wright family. Without the Wright family that putt would not be possible.
 
Here's the Wright family history…
 
James Wright came to Canada from England, where he was a haberdasher. When he arrived in Canada James became a gentleman farmer, and politician. Two of James’ sons, George and John, were born on the family farm in Guelph. In 1867, the year Canada was born, George and his brother John bought the farmland now occupied by the Conestoga Golf & Country Club, then known as the Bend Farm. The Wright family farmed the land for almost 100 years: George passed it to his son William who passed it to his son Oliver.
 
In addition to all the work put into his farm, Oliver Wright helped build our community. Oliver served as president of many agricultural organizations, reeve and warden of Waterloo County, and he was a founding member and president of the board of the Doon Pioneer Village Foundation.
 
In 1960 Oliver Wright sold the farmland and that led to the development of the Conestoga Golf & Country Club.
 
That’s why that absolutely amazing putt would not have happened without the Wright family.
 
Oliver Wright’s son John carried the family’s deep passion for the land…our green environment.  John Wright attended the University of Guelph and began his career by working pest control in Toronto where he ended up focusing on weed control. In 1967 John created Wright Lawn Care in Bloomingdale, not far down the river from his hometown. John has always been a conceptual thinker who has a knack for hiring skilled workers to deliver the services.
 
The Wright Family Home - 1967
The Wright Lawn Care Fleet – Early 70’s
 
While all of this was happening on the work front, on the home front John and his wife Ruth brought another generation of the Wright family to our community. Following shortly after an older sister their son Dave arrived in 1972.
 
The same year Dave was born, John Keenan joined Wright Lawn Care. John Keenan has been with the Wrights ever since…more about John Keenan later.
 
Dave Wright grew up in Bloomingdale, surrounded by his father’s bustling lawn care business. As a university student, Dave worked at other local landscape businesses. Dave suspects his Dad might have had a hand in getting him those jobs. Certainly, that could have happened…John was and still is well known in the landscape industry, not just locally but throughout Ontario. John helped create the Hamilton Chapter of the industry association ‘Landscape Ontario’ in the early 1970’s and John championed the founding of the Waterloo Chapter of Landscape Ontario.
 
In recognition of his long-term contribution to Landscape Ontario, John Wright was awarded a lifetime membership in 2007.
 
Another proud Wright achievement
 
Dave, like his father, ventured from our community to seek work. But, this time the son travelled even farther. After obtaining a landscape architecture degree from the University of Guelph, Dave Wright spent 7 years consulting on major landscape projects in North America and Asia, including exotic places such as Dubai. Dave worked out of offices in Cambridge, Houston and Vancouver.
 
Then, like his father before him, Dave returned to our community. In 2002 Dave joined the family business and the Wrights began succession planning. The succession plan was completed and John Wright retired about 4 years ago.
 
Now, some more about John Keenan.
 
John has been a vital part of the Wright family business since 1972. John illustrates the important role key, valued employees can play in family businesses.
 
John Keenan is one of those straight-up fellows who says what’s on his mind. He has analytical skills and he knows how to take care of the details. In the early years John Keenan worked in the field and later made sure the operations were kept on track while John Wright used his vision to build an entrepreneurial enterprise.
 
As the Wright family-business succession happened and the company was passed from John Wright to his son Dave, John Keenan provided stability.
 
John Keenan
Dave Wright
 
John Keenan had been a part of the leading-generation success and he was excited about the prospects for future growth. Today, John Keenan runs the operations in all divisions of the Wright family business. And the Wright family business is doing very well, tripling in size since Dave Wright and John Keenan pooled their skills in 2002.
 
The 2010 Wright fleet
 
Dave Wright carries on the Wright family tradition of building our community. Dave is past-President of the Waterloo Chapter of Landscape Ontario, where he now serves as the provincial board representative. Dave is also a director of the board of our community’s Centre For Family Business.
 
The Wright family has a 5-generation tradition of making our community a better place to live. They cared for the land and paved the path for the Conestoga Golf Course. Then they created beauty throughout our community…and at our homes.
 
Here’s a sample of terrific Waterloo Region landscaping…
 
Quality work, a Waterloo Region project by Wright Landscaping
 
Well done Wright family!

Tags:

Entrepreneur Thinking | Family Business and CFFB | Succession

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