There are those who just naturally want to achieve and move "higher in the ranks." You may be one of them. But once you arrive at those long desired “ranks,” sometimes the power can just simply go to your head. You may begin to think that you have earned the right to call all the shots, and that you alone have the privilege of making all the big decisions! Moreover, you believe people should respect that… They should recognize! (snap your fingers in the air when you read that one) You are where you are for a reason, and that reason is that you know what the hell you are doing. They should just listen and do what you say, right?
There you are; sitting in the big dog’s chair. Life is different now because you have so many more decisions to make and orchestrate on a daily basis. Sadly, this can cause you to become a terrible communicator. For example, you begin to communicate sloppily. You do things based on your schedule, not taking into account others’ schedules or workloads. You shoot off emails without context, you don’t reply to some emails at all. Heck, sometimes you don’t even have time to connect in a human way with your team. And they should just understand this, right? You have a lot going on. You are the leader. You are the main “thang” – they’ll understand.
Director of Marketing
Being idle is never an option in business. In our globally competitive market, businesses must grow or fail. R&D is an expensive but essential part of that growth.
Creating an I.T. budget isn't just about dollars and cents, it's really about building a technology plan that supports your business objectives.
Any entrepreneur will tell you that starting a business takes a lot of time, energy, and, of course, the right people. But obviously, there is more that goes into creating a successful business. When successful business CEOs are asked, the common denominator with every great company is having the right people -- and having them in the right places.
You know that saying, “Slow to hire, quick to fire,” right? Let’s concentrate on the “slow to hire” part. Why do you think it is important to hire slowly? First, it costs a company a lot of money to bring someone new on board.
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