Because as we go through the next four months (Winter) we're going to have a whole bunch of situations where there is no help from the Federal Govt. while local Govt. shuts down / restricts the in-store experience.
I read a tweet-storm tonight where the author suggested that Leadership isn't centralized but is instead local, and that a centralized group can offer support but otherwise should stand down and let localized Leaders perform.
There is much truth to this.
2 - I'll take you back to 1998 at Eddie Bauer ... that's 22 whopping years ago. My goodness.
I was moved into a Director of Circulation/Analytics role, which in the old days would have been similar to a VP of E-Commerce role today.
3 - But because of red tape at Eddie Bauer, I was essentially responsible for the profit and loss statement of the catalog/e-commerce division AND I reported to a DVP who reported to an SVP who reported to an EVP who reported to the CEO.
You can block somebody, that just makes the enemy really angry.
You can mute somebody. Then the enemy just screams into the void.
I spent years dealing with nasty folks who clearly didn't understand business ... they're welcome to their opinions, they aren't welcome to beat my brains in. The last few years has been much more peaceful after using the mute button on these angry individuals.
You can disagree reasonably, but you really need to bring facts and not talking points to the disagreement. If you bring facts, I don't mute you. If you bring talking points and keep being nasty, mute.
Do your own research on actual customer transactions. It helps your case.
This thread outlines the books that have been influential in my work. The books frequently diverge outside of my profession, and that's a good thing.
This book is one of my favorites, from Super Bowl winning head coach Bill Walsh. He outlines every detail about running a football team, and no detail is too small. Everything he talks about applies to running a department, or a business.
This book is about the invention of an offensive system that is the polar opposite of what Bill Walsh created. It shows that there are many ways to be successful ... the roots of the system described here are run all across college (Mike Leach, Mississippi State, for instance).
2 - I have a client who literally does the opposite of what I tell them, on purpose and has done so since 2014. They completely trust me, even when I rail on them three times a year. It makes no sense to me whatsoever. I've never seen anything like it. They trust me.
3 - I have a client who never acknowledges my work. I send them my work and I never hear a thing from them, positive or negative. But they keep hiring me.
1 - When you are scoping out a project as an Independent Consultant, you have a decision to make ...
... do you open up the scope?
... or do you lock down and greatly limit the scope?
2 - This is not an easy decision, and quite honestly, the fate of your project depends upon the decision you make.
3 - Most vendors / competitors tend to lock the project down. In exchange for $40,000, the vendor / competitor will do "x" and "y" and "z" and that is all.
1 - If you are an Independent Consultant, your time is as important as earning a living.
Odds are you don't offer a software solution that "scales" ... so all you have is your brilliance and "x" hours a week.
Therefore, managing your time ... that's really important.
2 - There are several types of prospective clients. Most you don't want to work with.
Who do you want to work with? Somebody who is a "fan" and believes in what you are selling. They've been with you for a long time and they believe in you.
3 - Then there are a whole bunch of prospective clients who are "in the middle" ... not good, not bad. But they are generally time wasters.