Commitment or contribution?

March 7, 2009

I’m reminded of an old story about a pig, a cow and a chicken. It seems that the pig, the cow and the chicken were hanging around in the barnyard talking about the farmer.

They all agreed that he was a good farmer and a great care giver and they enjoyed living on his farm. The cow suggested that they do something nice for the farmer to thank him. The chicken spoke up and said, “hey I’ve got an idea, let’s make him breakfast…..fresh milk, eggs and bacon.”

Oh the cow got very excited and said, “I’ll give him a glass of the freshest milk ever.” The chicken said, “I’ll lay for him 3 of the most perfect eggs ever.” Then they both looked at the pig for his response.

“Sure that’s all easy for you. All you have to do is make a contribution, but I will have to make a full blown commitment!”

Now I’m certainly not suggesting that we have to make a commitment to the level of the pig with regards to the bacon. But ask yourself this question, “Do I give my career a full commitment, or do I just contribute?” And if I just contribute, do I contribute just enough to get by or do I make a difference in my life and lives around me?”

The road to success at any level is replete with contributions and commitments. We can turn this economy around if we ALL step up to the front line and make things happen. Hiding under a rock mentality in this day and age is bad for you, bad for your company and bad for the economy.

I couldn’t help but be amazed at Warren Buffet and Donald Trump in different interviews they did on TV last week. Both spoke of the gloom and doom scenario of our economy. Then before the interviews were over, they stated that they were buying properties and business up left and right. Trump even bragged that there was a property he had waited years for and now the owners were in a fire sale and he was right there to put out the fire and elevate their “pain.”

I’ve been preaching for months that these types of investors are the bench mark and the ones to watch. But without hesitation they choose to deliver to us a message of despair while they are growing themselves and their organizations at break neck speed. Take heed those of you under the rocks. It might just be your rock they use as a stepping stone next. Stand up and be counted in the winners’ column!

As always, please accept my wish for another great week. If I can help, please call or write and I will respond immediately!

George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, Iowa


Visualize the Project

March 1, 2009

Q: Management is sometimes reluctant to start a project until they see the full scope of the process but can't visualize the scope until they start and complete some diagnostics. How can I get past this constraint with our executive management team?

A: This is always in a manager's mind but probably more so in these risk-averse times. From the manager's perspective, he or she wants to be assured that money and staff time are well spent and wants to know the scope, sequence and content of the project tasks. From the team or team leaders’ perspective, they should want to conduct some diagnostics first before laying out the full scope of the project, even though they have a pretty good idea of how they would proceed. In management, as in medicine, prescription without diagnosis is malpractice.

The building industry figured this out years ago when building slowed down. They developed the design/build concept, where a single firm would do the architectural design work prior to building. Once the project was clear, the buyer could search for and identify the best builder. With this concept, the buyer had already established a trust and confidence in the design phase because they were familiar with the design process itself. More often than not, the buyer would select a firm it knew and by offering both services, the project was more efficient and better for the builder as well.

Offer to provide both design and build services for project curriculum. Approach your management group by offering to scope out the work using fast track diagnostics and limited interviews. For a low cost and risk, you can provide the management an objective and independent view of what might be needed in an improvement project. The management and/or company receives valuable perspectives from you, gets a chance to know you with limited obligation to any project, and you get insight into how best to serve. Sounds like a good plan all around. Hope this helps.

As month three of 2009, I again wish you a tremendous week. I encourage you to use every day as a day where you are or you do make the difference. We are here to help. Call or write if you need us.

George Mancuso CPC
Gman Business Resources, Inc.