Only One Chance

Written by Bob Osgoodby


Only One Chance by Bob Osgoodby

This is a real life story, so bear with me while I give some background information.

We have a "free ad" section at our web site where people can place an ad for their business. Ads are submitted weekly and published onrepparttar web. Now, to place an ad, someone has to visit our web site and fill out a form, containing their email address andrepparttar 105239 copy ofrepparttar 105240 ad. We try to make it as easy as possible, butrepparttar 105241 bottom line is many people are not serious, and don't have a clue as to how to run a business onrepparttar 105242 web let alone promote it.

Whenrepparttar 105243 ads are received, we send an automatic response torepparttar 105244 person who submitted it. Perhaps one out of ten has an incorrect email address andrepparttar 105245 response is returned as undeliverable. What a waste of time.

How do they think that someone could respond to their ad if their email address is incorrect? Not only that, but bad addresses are automatically purged from our file so their ad never even gets posted.

Going through our archives, I found some real gems - what do you think about these offers?

"Join our MLM and earn beg income". This is either a typo or they are promising very little inrepparttar 105246 way of earnings. This person obviously didn't proof their copy before submittingrepparttar 105247 ad.

Another ad promised huge earnings, but gave no contact information. Not a web site URL or an email address to be found. Guess they figure it is so powerful an offer, we will "beat a path to their door" - another waste of time.

"Make Money! Turn $10 into $40,000 CASH like I did" - but wait - this guy is using a free email account. If he's making all that money, wouldn't you think he could afford one for ten bucks a month - maybe he is saving all those $10 bills so he can earn $40,000 CASH with each one.

"You can make 500% Profit without investing any money" - need I say more!

"Online Pharmacy - No Perscription Needed" - I knewrepparttar 105248 medical profession had handwriting that was difficult to decipher, but I thought they could at least spell. Run, don't walk torepparttar 105249 nearest delete key on this one.

Communication: Management's Responsibility

Written by Robert F. Abbott


Communication: Management's Responsibility

By: Robert F. Abbott

I've just watched, again, an episode inrepparttar Back torepparttar 105237 Floor television series, which aired onrepparttar 105238 BBC (United Kingdom) and PBS (United States). Once more, communication turned out to be a key issue, as it often does in business stories.

If you're not familiar withrepparttar 105239 series, it features real-life CEOs who leave their comfortable offices (well sort of comfortable, these days) and go work onrepparttar 105240 front lines of their organizations for a week. Cameras followrepparttar 105241 CEOs and record their interactions with staff, and their responses to those interactions.

In this episode,repparttar 105242 managing director of London's Heathrow Airport tookrepparttar 105243 plunge and worked in customer service for five days. That meant facing customers and dealing with their problems, including problems created byrepparttar 105244 airport.

Once more, we saw a CEO sufferrepparttar 105245 slings and arrows of outrageous fortune, so to speak. This CEO was rebuked by employees onrepparttar 105246 front lines, as well as customers. Employees tried to convey to himrepparttar 105247 difficulties they experience because no one at head office listens to them.

And, that's a fairly constant refrain in all episodes, as one CEO after another finds out he or she doesn't know much about what happens whenrepparttar 105248 organization comes face-to-face with real customers and their needs.

As most of us know, this is no anomaly. In many organizations, employees feel management doesn't know what's going on inrepparttar 105249 real world, and perhaps what's worse, feel that management doesn't care.

In some senses, this perception reflects a divide inrepparttar 105250 abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in abstractions. That's both logical and appropriate, even if it does keep each side from understandingrepparttar 105251 other.

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