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owe it to yourself and to the dedicated staff you have worked so hard to attract You even owe it to this new hire If someone is not right for your organization, you are doing that person no favor by keeping him or her in the fold The quicker you let such people go, the quicker they can move on with the rest of their lives and the easier it will be for them to explain the situation in subsequent interviews If you need to give them a generous severance to make the transition easier, then so be it I m not so Machiavellian as to suggest you don t owe the person something for your mistake What I am suggesting is that you can t let emotion play any role in this action Just get it done.

There is a sixth suitcase, however, that is crucial to effective use of the rst ve. When you don t understand what s in your sixth suitcase, John Bradley writes in Discovering Your Natural Talents, you will almost certainly step into the trap of establishing your ambitions based only on your rst ve suitcases. (Bradley and Carty, 1991, page 32) As important as excelling at work and school and understanding one s values and personality are, without unlocking our sixth suitcase, all those pursuits will end in frustration. Our sixth suitcase contains the natural gifts and talents we were born with. It is the unique mix of innate strengths each of us possesses that allows us to excel at certain activities. It is the unique ability of the paramedic who, when most people panic at the sound of sirens and

This may sound heartless, but doing otherwise is a sure way to stall growth If you want to build a growing business, you can t do it alone You also can t do it on the backs of a few stars who have to carry everyone else You cannot afford average, much less poor, performance If you re going to win, you need winners In the end, I would rather you err on the side of action than take a wait-and-see attitude If you know in your gut you ve got a problem, then you do I m simply suggesting you take care of it sooner rather than later YOU CAN T ALWAYS DANCE WITH THE ONE THAT BRUNG YA One of the most difficult aspects of small business growth is the day you realize you ve outgrown a long-term employee Maybe he has not kept up his skill sets.

Ingredients Dried beans, navy or Great Northern Bouquet garni: Bay leaf Parsley stems Dried thyme A few celery tops Molasses Brown sugar Dry mustard Salt Salt pork, medium dice

Perhaps the rate of change has left him bewildered, causing him to long for the good ole days, when this place used to run right I have one consulting client, who has asked to remain anonymous, who has a real problem between the old guard and the newbies This year, that company will hire more new people than they had total employees three years ago Some of the old guard embrace this rapid rate of growth and change, while others.

The property variable data type must coincide with the property s data type. Class Module Private m_ProductID As Long A Public Property Let ProductID (Value As Long) B m_Product ID= Value C End Property Public Property Get ProductID() As Long D ProductID = m_ProductID E End Product

Eurocare (1998) Counterbalancing the drinks industry: a summary of the Eurocare report on alcohol policy in the European Union http://wwweurocareorg/counterbalancing/ (November 1998) Federal Trade Commission (FTC) (1999) Self-regulation in the Alcohol Industry: A Review of Industry Efforts to Avoid Promoting Alcohol to Underage Consumers http://wwwftcgov/reports/alchol/alcholreporthtm (September) Fillmore, KM, Golding, JM, Graves, KL, Kniep, S, Leino, EV, Romelsjo, A, Shoemaker, C, Ager, CR,Allebeck, P & Ferrer, HP (1998) Alcohol consumption and mortality III Studies of female populations Addiction, 93, 219 230 Gerbner, G, Gross, L & Morgan, M (1986) Living with television: the dynamics of the cultivation process In J Bryant & D Zillman (Eds), Perspectives on Media Effects (pp 17 40) Hillsdale, NJ: Erlbaum Grabosky, PN (1995) Using non-governmental resources to foster regulatory compliance Governance, 8, 527 550.

*For example, whether you pay $200,000 for a building and assume an $800,000 mortgage or pay $1 million up front, it should be the same to you. The building costs $1 million either way!