Setting a Pitiful Example: Twenty-six Warnings to Heed *

Written by Etienne A. Gibbs, MSW

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119490 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. Email him at

TO: All Parents [and Employers and Managers]

From: Your Child or Employee

Date: The present time

1. Don't spoil me. I know quite well that I ought not to have all I ask for. I'm only testing you.

2. Don't be afraid to be firm with me. I prefer it; it lets me know where I stand.

3. Don't use force with me. It teaches me that power is all that counts; I will respond more readily to being led.

4. Don't be inconsistent. It confuses me and makes me try harder to get away with everything that I can.

5. Don't make promises you cannot keep them. It will discourage my trust in you.

6. Don't fall for my provocations when I say and do things just to upset you. Then I will try for more of such "victories".

7. Don't be too upset when I say, "I hate you". I don't mean it, but I want you to feel sorry for what you have done to me.

8. Don't make me feel smaller than I am. I will make up for it by behaving like a "big shot".

9. Don't do things for me that I can do for myself. It makes me feel like a baby and I may continue to put you in my service.

10. Don't correct me in front of people. I'll take much more notice when you talk quietly with me in private.

11. Don't try to discuss my behavior inrepparttar 119491 heat of conflict. For some reason my hearing is not very good at this time and my cooperation is even worse. Its all right to takerepparttar 119492 action required, but let's not talk about it until later.

12. Don't try to preach to me. Youd be surprised how well I know what's right and wrong.

The Case of the Vanishing Technology

Written by Mike Hayden

The Case ofrepparttar Vanishing Technology

See full color web version at:

Are you vulnerable to this hazardous, expensive problem?


The first hint of trouble... ============================================================

Here's a typical scenario.

About 18 months ago, I visited a successful high-tech company. Sa1es were down.

But, management viewedrepparttar 119489 situation as temporary. Besides, they were designing new products - they had "strong hopes" for either getting more venture capital or being acquired by a rich company.

Meanwhile, they had to "downsize" because of declining sa1es.


Then things got worse! ============================================================

Sadly, in less than 1 year, they terminated 68% of their employees and friends.

Worse, they lost much more than "just" people! They lost their technology plusrepparttar 119490 mon^ey spent to develop their technology.


Because their technology walked outrepparttar 119491 door with each employee terminated ... thus, without those particular employees - and what only they knew - they were disorganized, literally out-of-business and didn't even know it! (They still had hundreds of employees!)

Typical of many companies, much too little of their technology was organized and written down. Nobody could pick uprepparttar 119492 ball when people left!

Without product documentation, without written standards and procedures (and technical processes, strategic plans, etc.) - without adequate documentation they were faced with reinventing their own "wheel!"

(Sound familiar?)


Did they survive? ============================================================

Were they able to reinvent their wheel, or sellrepparttar 119493 disorganized company with its undocumented technology?


Their building n0w stands empty, another needless casualty of what I call, "Vanishing Technology."

They, like many, discovered thatrepparttar 119494 hazards of inadequate documentation are an even B I G G E R hazard when times are tough!


Why it happens over and over again... ============================================================

Actually, most business managers don't understandrepparttar 119495 connection between product development and documentation - and how to getrepparttar 119496 most out of them.

The fact is, you will produce better products, faster and cheaper, if you understandrepparttar 119497 part that documentation plays in product and business development - and how you can integrate it intorepparttar 119498 process of building of your successful position inrepparttar 119499 market place.

This is not a new idea. Yet, ideas are one thing; action is another.

The plain truth is most people hate to write documentation. For most people it's hard, tedious work that demands a lot of time, discipline, and rigorous attention to detail.

That's why most people delay writing any type of documentation as long as possible! Many, wait untilrepparttar 119500 last minute, then giverepparttar 119501 problem to a "writer" and tiptoe silently away. (Good Luck!)


Can you affordrepparttar 119502 risk? ============================================================

Are you riskingrepparttar 119503 loss of your most valuable assets, people, business processes, and intellectual property?

Here's what a manager told me about his own tragedy, which plagues America's companies today:

"Due to our downsizing, our most valuable assets ... our people ...our business processes ...our intellectual property ...literally walk outrepparttar 119504 door. Without those particular employees and what only THEY knew - we're *****ed!!

"Worse ...sooner or later, they will work for our competitors!" -- D.H., Manufacturing Manger

If you'rerepparttar 119505 boss, it's on your shoulders! What do you do n0w?


How do you protect yourself from Vanishing Technology? ============================================================

You can protect yourself from Vanishing Technology by applyingrepparttar 119506 business development techniques I have named "Profitable Venture Tactics" (PVT).

You can use PVT to enrich your business whether you're a small startup or a huge corporation.

Cont'd on page 2 ==> © 2005
Terms of Use