In an environment where global trade and business is becoming norm, offshore incorporation is becoming more effective and popular among every level of business, with a proper structure in place offshore instruments facilitate long term strategic advantages that assist in maximization of profits while minimising hassles of international trade

These practical applications mentioned above are just a few of advantages that can be achieved through utilizing an offshore company to address global strategies.

Since results on his teams are also defined as care and feeding of his ego, that executive is hiring to his weaknesses, so he continually makes what may ultimately turn out to be garbage-in-garbage-out hiring decisions that can ultimately wreck his ambitions. On other hand, I know another young executive, not nearly as brilliant, but whose hiring dictum may very well get him farther along in life.

The dictum is: Hire leaders who can not only do well in this position but in next position and maybe even position beyond that.

In other words, he hires to his strengths, his inner sense of self-confidence, which allows him to surround himself with people who are smarter and in some ways more capable than he — and so is creating a rising tide of action and results that will further his career in powerful ways.

As Steven Jobs said, "I don't hire people to tell them what to do but to tell me what to do."

Yet hiring people who are capable of supplanting you isn't enough. Do more. Actively develop knowledge, skills and careers of those leaders to give them best possible chance of supplanting you.

An epitaph on a 1680 New England gravestone speaks to this: What I gave, I have. What I spent, I had. What I left, I lost. By not giving it.

That can be an epitaph for failed leaders. By not giving to your leaders, not developing their skills and careers, you lose them, lose opportunity to have their riches enrich you.

Nobody is a success unless others want them to be. And when you have a passionate desire for their success, for helping them improve and achieve their goals, when they know that working on your team will be a defining experience of their career — then you will have people who want like hell for you to be a success.

The decline following departure of "great" leaders indicates that those leaders were most likely control-monsters, commanders not convincers, great at getting jobs done themselves but not challenging others to do them.

And when those others are ignored, they become inept.

So let's take an additional yardstick to our leaders and measure their total value, both when they're there and after they have left. Link that value to deferred compensation, bonuses, stock options for executives and to partially-delayed evaluations for middle managers and supervisors — or whatever.

When leaders define their performance beyond their tenure, they will most likely pay more attention to those two factors that are absolutely necessary for any organization's continued well-being: getting and developing exceptional leaders.

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