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unHeritage – 11 Pitfalls to Family Legacy and How to Avoid Them
“unHeritage is definitely the lighthouse for protecting your family and wealth for generations. This book is a must read for anyone interested in legacy planning.” Enzo Calamo
Center for Family Conversations
The Center for Family Conversations (CFC) is a resource center that provides the integral tools and ideas in helping families establish a 100-year-plus Family Legacy Plan.
THE TYCOON PLAYBOOK – How Business Empires Are Built
The Tycoon Playbook course was created for business families who are already running a successful business and wish to ramp up their growth while preserving wealth for future generations. Specifically, the Playbook teaches high performance business owners the two most highly rewarded skills in business, namely deal-making and how to acquire cash flow producing business assets.
Post Tagged with: "Management"
Are leaders born or made? I have the answer! Baron A Rohbock Baron graduated with honors in Business Administration and Leadership. With a passion for training and working with teams, he entered the Learning and Development field as Director of Training for Taylor Hartman, author of The People Code (previously published as The Color Code). With a wide breadth of knowledge in leadership, Baron returned to the training industry to combine first hand management and executive leadership experience with a passion for working with people to shape results while revealing individual and collective talent. In 2011 he started Core MotivAction, an innovative brilliant training company dedicated to people and team development.
Fortunately, there are a number of techniques for handling risks. The nature of a specific risk and the circumstances (extent of exposure, available resources, and so forth) often dictate which technique, or combination of techniques, is most appropriate. Basically, there are five methods for dealing with risk. It is easy to remember these by thinking of the acronym STARR. Sharing—Sometimes, when a risk cannot be avoided and retention would involve too much exposure to loss, we may choose risk sharing as a means of handling the risk. By sharing risk with someone else, an individual also shares potential losses. That is, the individual’s own loss may not be as great if it occurs, but the individual may have to pay a portion of the losses experienced by others. Transfer—Risk transfer means transferring the risk of loss to another party, usually an insurance company, that is more willing or able to bear the risk. Some non-insurance transfers of risk occur, such as when one agrees to assume the risk of another under the terms of a written contract. Avoidance—As the name implies, this technique deals with risk by avoiding the risk in the first place. This usually means not undertaking an activity that could involve the chance of loss. For example, by never flying, one could eliminate the risk of being in an airplane crash. Reduction—Sometimes, when risks cannot be avoided, they can be reduced. Risk reduction can work in one of two ways: it can reduce the chance that a particular loss will occur, or it can reduce the amount of a potential loss if it occurs. For example, installing a smoke alarm in a home would not lesson the possibility of fire, but it would reduce the risk of the loss from the fire. Retention—Retention simply means doing nothing about the risk. In other words, people assume or retain the risk and, in effect, become self-insurers. For example, the insured would pay a smaller portion of the loss than the insurer, such as paying a deductible.
When life throws you a curve-ball… David Ecker When life throws you a curve-ball, either you have to duck, or learn to hit curve balls David Ecker is a Stony Brook graduate who previously served as the Interim Director/Manager of Client Support for over 10 years and led the Project 50 Managed Output initiative. He focuses on strategic planning, partnering with researchers and developing best practices for the research community.
/ Attitude, Beliefs, Board of Directors, Business Leadership, Business Values, Care, CEO, Communication, Company Culture, Conversation, Employee Engagement, Entrepreneur, Family Business Dynamics, Game Changers, Human Resources, Importance of Language, Leadership, Management, Motivation, Productivity, Starting a Business, Strategic Planning, Talent Management, Visionary
Harvard Business Review: #1 Key to Motivation In a multi-year study, researchers at the Harvard Business School first asked 600 managers from dozens of different companies to rank the impact of five factors that are normally associated with motivation – recognition, incentives, support from managers and colleagues, clear goals and a sense of making progress. In this first phase of the study, recognition for good work was ranked by managers as the most important factor in motivation.
Seth Godin on the Difference Between Leadership and Management Bestselling author Seth Godin says that “Management and leadership are totally different things. You think you are being a leader, but you are probably being a manager.” He goes on to say, “Managers figure out what they want done and get people to do it. Managers try to get people to do what they did yesterday, but a little faster and a little cheaper with a few less defects.” But this is not leadership.
/ Business Leadership, Business Values, CEO, Company Culture, Employee Engagement, Entrepreneur, Family Business Dynamics, Game Changers, Human Resources, Leadership, Management, Starting a Business, Strategic Planning, Structure, Visionary
Truly human leadership: Bob Chapman Robert Chapman is chairman and CEO of Barry-Wehmiller Companies, Inc., a $1.5 billion global manufacturer of capital equipment and provider of engineering consulting. Under Chapman’s leadership, Barry-Wehmiller has used strategic acquisitions and organic growth to achieve a 20% compound growth rate during the past 20 years. At the heart of its successful economic model, however, are more than 7000 outstanding team members worldwide. The company prides itself and is fiercely committed to building great people through its distinctive people-centric leadership initiatives and innovative learning institute, Barry-Wehmiller University.The 127-year-old company was named one of the Best Places to Work in St. Louis because of its programs in leadership and motivation.
Ivan Lansberg on “Ambidextrous Leadership” Ivan Lansberg contends that effective leadership of a family enterprise requires a skill set which has not been adequately described in the business literature. More specifically, he notes that leaders in a family enterprise are required to attend to the leadership needs of both the enterprise and the family. The enterprise needs the leader to lead, for example, the process of succession, while the family needs the leader to lead, for example, the nurturing and development of the next generation, the support of elderly parents, and the planning of family events. Most leaders are better at leading either the enterprise or the family, but few are naturally inclined in both areas. Lansberg calls for family enterprise leaders to become “ambidextrous leaders” — to build their skills in both arenas. This can allow the family enterprise to take advantage of the paradoxes of a family enterprise and turn these potentially confounding ambiguities into strategic advantages.
What if Fear Were Just a Feeling?: Terri Cole Terri Cole is a licensed psychotherapist known for her holistic approach, combining practical psychology, thought innovation, and harnessing the power of intention to create sustainable change. She has a unique ability to take complex theories and translate them into actionable steps you can implement into your daily life.
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