Insensitive Leadership  

Breeds Lethargic Followers

Few behaviors undermine a small business owner’s authority quicker than a corporate micromanage attitude. When you hire people to do a job, explain what needs to be done by when, and what you’ve learned to be the best way to do it, then leave them alone. Visit them and talk with them and respect their input. 

Resist the temptation to physically and mentally hover over those who work with and for you.

Stop asking dumb questions in order to feel reassured that things are going right.

The more you keep checking on the obvious (“Did you brush your teeth today?”), the more insulting your reputation becomes

. . . and the less that people will respond when important issues arise . . . the less motivated and innovative they’ll become.

. . . people who are not challenged to be innovative are not motivated, and will often head for greener pastures. Those who remain are either ambivalent, desperate, or just plain lazy: the makings of a great team, huh? 

If you hired the right people to start with, help out when asked, but otherwise leave them to work on their own. The world won’t end because a new hire doesn’t do the assigned tasks exactly the same way you would do them. In fact, odds are that if you leave them to their own devices, they may come up with an even better way to handle things.

The more people you engage, the more willing you must be to let go. Letting go, in all of its applications, may be life’s hardest task. But it doesn’t have to be hard. You can choose for it to be easy. With a new hire, that means setting the stage carefully before you put the spotlights on and open the curtain.

Employee handbooks that outline expectations, job responsibilities, mission and vision statements help get people properly oriented. Policy manuals that spell out your rules and regulations, benefit programs, etc. help keep people properly oriented.

So that brings us back to the hiring process.

And don’t feel bad about screwing up.

No boss ever gets this right the first time.

All the HR training, resources, and psycho and statistical analysis in the world cannot replace the trial and error process that produces experienced instinct and personal judgement. Sombody “fits” or doesn’t. Ask your grandfather about square pegs in round holes.

When you end up with good people, keep them good by not “riding” them, by not “getting on their cases,” by not “bugging” them with your pet peeves; they are your pet peeves, and who cares? I recently heard a small business owner ask an employee if he remembered to close the safety latch on a tool he’s worked with daily for ten years.

You can bet the boss won’t be getting any great new innovative ideas from that employee, or probably any other.

If you feel the need to assume, assume that you don’t have all the answers, assume that you have competent employees and assume they have better solutions than you — you who are in the forest with the lawyer and accountant and customers and vendors and partners and lenders and investors — you who may not see the trees.

How to make the most of motivational dynamics? Ask. Listen. Take notes. Request feedback. Encourage experimentation. Reward efforts as well as results. Create an open discussion environment and free-flowing exchange of information.

Use small frequent rewards according to need (not yours, theirs. See Maslow’s Hirearchy of Needs). Oh, and remember to brush your teeth.

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  Hal@Businessworks.US   302.933.0116

  Open Minds Open Doors 

   Thanks for your visit and God Bless You.

  Make today a GREAT day for someone! 

When your business is

born of faith, you march 

to a different drum . . .

That most small business owners maintain any kind of long-term allegiance to the place their businesses were born is doubtful. Yet, as entrepreneurs, they are the most likely group to appreciate and respect the origins and uniquenesses of a business that is born of faith.

Both kinds of small business enterprise owners —those who believe their business calling comes from God, and those who don’t– experience similar dynamics, challenges, problems, and opportunities. The differences are essentially differences in attitude, motivation, and the treatment of internal and external resources.

Small businesses all suffer growing pains. And being on the cusp of economic catastrophe while getting bludgeoned by over-taxation without representation (considering the SBA is a joke) and by over-regulation from a naive, misguided, rampaging  White House that appears intentionally and spitefully clueless, doesn’t help.   

Not many corporate giant, union, or government career types would understand the dynamics, challenges, problems, and opportunities faced daily by small business –any kind of small business– let alone the charitable, servant leadership nature of a business that is faith-based.

Entrepreneurs of every ilk recognize that their own and others’ existences depend on their own initiatives. Unlike corporate and government counterparts, when you own and/or manage a small business, and you’re too hungover to get out of bed in the morning, there’s no option for tossing it off by calling in to take a “sick day”

When you skip work or drag in hours late because you’re feeling depressed or had an upsetting incident at home, or simply didn’t want to face up to a scheduled meeting with a disgruntled partner or financial supporter, or an irate customer, what happens? The business suffers. Do it too often and the business folds.

But when your business is firmly grounded in commitments to serving God by serving all others who come into contact with your enterprise, you have a different perspective on what’s important.

Secular, or non-spiritually-based businesses exist to make money. They are primarily devoted to satisfying their principals and their investors with profits. Faith-based businesses exist to make money to distribute more to their employees, their communities, and to become stronger resources for charitable giving.

Many secular businesses will put income-source customers first and actually disregard their employees, vendors, and “outside” consultants and sales reps. Financial gain and competitive edge become the driving forces. Faith-based businesses typically seek to embrace everyone equally, seeking to distribute trust, respect, and opportunities.

Most secular businesses consider community support efforts non-essential line items to abandon when economic uncertainty drives budgetary belt-tightening. Faith-based businesses facing the same financial stresses may simply switch gears to make their community contributions ones of time and effort, or expertise, or goods and services.

Having had the privledge of working extensively in both secular and faith-based business arenas, I frequently hear questions about what the differences and similarities are. This post is intended to address a few of my observations. They may not all be correct, and certainly they are not all-inclusive.

Can you add some comments

from your experiences? 

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  Hal@Businessworks.US   302.933.0116

  Open Minds Open Doors 

   Thanks for your visit and God Bless You.

  Make today a GREAT day for someone! 

No good examples from

the White House, but

  small business excels.

 My last post here, “A Sense of Urgency,” raised hackles among some visitors I heard from who all seemed to express the notion that “Standing Still” and former idealist President Woodrow Wilson’s failed “Watchful Waiting” policy toward Mexico should be dictating business and politics today. 

Don’t take it personally, but that’s sick thinking.

Doing nothing, as the White House appears to relish, has never been –nor ever will be– a policy or guideline for small business success. Standing still and watchful waiting may deck the halls of Congress and the Oval Office, but they represent the anthisis of what needs to happen to grow business and military strength.

Small business and military strength must be grown to preserve and protect the freedoms we enjoy in America, and to revive and revitalize our still sinking economy.

The government and big business continue to prove every passing day that not only do they have no answers to this incipient 2nd Great Depression (“The Obama Depression”), but –rubbing salt into the wound– they give nothing but lip service token talk to proclamations of supporting small business. Truth? They HATE small business! 

Small business hangs on in spite of the formidable clout corporations and the government have in tow — PRECISELY because small business owners, operators, and managers are responsive to market needs. There’s no time wasted studing market share and shifts, or testing stuff to death. A sense of urgency is ever-present.

As small business owners, we must –first let Mr. Romney know that it’s not just “Corporations” that “are people.” Small businesses are (to a FAR greater degree) “people” too! (And, BTW, DNC Chairperson Debbie Schultz in protesting even the “Corporations=People” equation simply demonstrates that her ideology is dumber than dirt.

Of course “businesses are people.”

ALL businesses.

Next, we need to teach responsiveness by

example within our business enterprises.

Acting responsively and responsibly with every interaction –customers, other employees, suppliers, even what may appear to be disintersested inquiries– means instilling and reinforcing awareness that EVERY person’s needs and wants are the most important in the world, with never an exception. 

Translation:

Cultivate respect and an action attitude.

Sales professionals know this instinctively and typically make a practice of attacking problems before they become disasters. Stop looking to Washington for guidance. Take a page from sales pros.

The US Government 

is presently leaderless.

Consider the total lack of urgency and response to The Gulf Oil Leak; Mid-West Floods; Moammar Gadhafi; Japan’s Tsunami and Nuclear Disaster; Illegal Immigrants Pouring Across US Borders EVERY night; The Debt Crisis; and 20 more calamities. 

Your business would fold if you practiced such laxadasical “take another vacation” attitudes.

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  Hal@Businessworks.US   302.933.0116

  Open Minds Open Doors 

   Thanks for your visit and God Bless You.

  Make today a GREAT day for someone! 

Unless you’re a surgeon

or bombsquad defuser,

 nothing gets done

  by standing still.

Yesterday we talked about constantly moving targets. We touched on the challenges presented by rapidly changing rules, attitudes, circumstances, and information access.

To impact consumer, employee, and supplier behaviors positively, entrepreneurs and small business owners must flex, adjust, adapt, and go with the flow.

We must also hustle.

When problems surface, pounce on them. I’ve actually seen unsavvy (and ultimately unscuccessful business owners and managers walk away, pass the buck, blame others, close up and go home, and –in one instance– put a “Gone To Lunch” sign on the counter at 11:55am, and literally chase out eight customers who’d been waiting in line

. . . oblivious, obviously, to the common knowledge that every unhappy customer tells a minimum of ten other people who tell ten other people. So, in this case that makes 800 bad-mouth comments. Can your business survive that? (“Quick like a bunny” was my father’s motto; it always earned him big tips.)

Having a constant sense of urgency communicates leadership, compassion, integrity, authenticity, and professionalism. Others will assign those values to everything you are associated with — your products, services, ideas, and all of the people involved with your business. Pretty good return for zero dollar investment.

Don’t be so afraid of making mistakes. Yes, “haste makes waste,” and “failing to plan is planning to fail.” But you can’t run a business cornerstoned by trite expressions. When you take reasonable risks, you are not betting the farm, or running off to the nearest lottery window, racetrack, or casino with your gard-earned dollars.

Unless the task at hand requires some Herculian effort (e.g., securing a king-size mattress onto the roof of a Washington Bridge-bound VW) or is intricately detailed (e.g., drawing blood, folding a parachute), be on the alert about when you can hustle your muscle and please your customer or employee or vendor with a prompt response.

All of this takes an action attitude and a determination to “Git R Done,” but, hey that’s simply a matter of sleeping and exercising enough, eating right, and making the choice. This starts to sound like some kind of training camp? It is. If you’re going to make this all work, you have to choose to keep yourself in good shape, and stay with it! 

Try walking faster. Oh, and keeping a journal of response times for various tasks and services will give you a sense of where you are, where you need to be, and give you the information you need to improve the sense of urgency you deliver. What every day? No, but maybe a day or two a week to start, then a monthly check-up. 

Remember the Chinese proverb: “Talk Does Not Cook Rice.”   

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   Hal@Businessworks.US

  Open Minds Open Doors 

 Thanks for your visit and may God Bless You.

  Make today a GREAT day for someone!

When you carry a grudge

. . . there’s no room to

carry your business!

The old Dutch proverb and German expression,“Vee grow too soon oldt, und too late shmart” sums up much of why we fail miserably to fully understand and effectively cultivate relationships. Our seeming inability to let go of the angry feelings someone close to us once provoked has toppled many business ventures, even entire empires.

                                                                                       

But, ah, the ability to forgive and forget those who crossed us up is a choice. 

And the consequences of making or not making that forgive-and-forget choice are the differences between:

• Having peace of mind, plus the energy to pursue both business and personal success–because by letting go and moving on, you are marshaling your energy and exercising control of you, captaining your own ship.

VS.

• Suffering a permanent or recurring headache that’s potentially terminal to you and your enterprise– because by holding on, you are wasting energy and choosing to subject yourself (and ultimately your business) to someone else’s control.

Carrying a grudge is

what leadership is not!

Many of us carry more grudges than we are probably conscious of. We keep them in our throats, and they come out as guttural utterances when certain names or circumstances surface. We keep them in little invisible knapsacks in our brains that send a flood of upset feelings into our nervous systems whenever they’re unzipped.

Some people get tight chest muscles (love relationships), tight shoulders (related to responsibility), backaches (associated with memories), stomach flutters, fists, headaches, leg pains, shortness of breath, indigestion, diarrhea, constipation, toothaches . . . it’s called being over-stressed, and it’s debilitating. For an entrepreneur, it can kill.

Ask any cardiologist.

Stress is both physical and emotional. It can be good (like the stress that keeps you sitting up straight in a chair), or bad (DIS-stress!), like the level that produces symptoms such as those in the earlier paragraph. Carrying a grudge, having revengeful feelings, like uncontrollable anger or road rage, can be a self-destruct path of no return.

Recognizing that letting go is a choice may not make doing it any easier, but that –itself– is also a choice. You can choose to make it easier. You can also ease the process by practicing more deep breathing and/or by taking a yoga or meditation program. Doctor-sanctioned serious exercise, like daily jogs and brisk walks can also help.

Think of it this way–

Every minute of your life that’s consumed by harboring angry or frustrated or disappointed feelings about another person (even, and perhaps especially, family!), or entity or event or policy is a minute you will never get back, and it’s a minute that you are choosing for someone or something else to reach inside your brain and control your thoughts.

And you are facilitating that impossibility to happen. After all, no one else can really control what you think and how you behave, except you . . . unless you choose for that to happen.

Now, why would you want to do that?

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Hal@Businessworks.US 

  Open minds open doors.

 Thanks for visiting and God bless you.

  Make today a GREAT day for someone! 

Your salespeople may be

costing you more

than sales!

Not unlike a new puppy, new (and old) salespeople who aren’t trained properly are likely to mess things up. In the end, they’ll cost you more than sales. Remember it’s your name, your image, your integrity, your authenticity, and your reputation on the line every time one of them opens her or his mouth or taps out a keyboard message.

 _______________________________                                                     

For your (actual, but names changed) Scenerio Pleasure . . . 

“Good Morning.Thank you for calling B. Bigg Sportswear. This is Sally. How may I help you?”

“Hi, Sally! I’m Larry from LLL –that’s Little Losers Limited– and I’m looking for B. Bigg, please; can you connect me?”  

“Er, no, B. Bigg is not here. In fact, ther…”

(Stepping on the end of her sentence) “Well when will ‘B.’ be back?”

(Realizing she has a sales spammer on the line, and smiling, since “B. Bigg” is a fictitious brand name) “Oh, eight and a half weeks!”

She chuckles and starts to explain that she’s kidding, but Larry interrupts her again . . .

“Alright,well, since I met with B.Bigg downtown there the last time I was in the area, I’ll just call back then; no need to leave a message.”

“Right.Well you have a nice day, Larry from LLL!” (now laughing to herself as she hangs up since –on top of there being no B. Bigg– the “town” has only 450 residents in it and the only place to meet is the gas-station-convenience-store).

Sally can’t wait to tell Mr. Star (company president, and retired world-class athlete with lots of industry connections) about the call. He will no doubt comment on how befitting Larry’s company name is.

_______________________                        

We all know about no such thing as a second first impression, but how often do we take the trouble to monitor the first impressions our salespeople are putting out. Appropriate, targeted, perceptive training short-circuits these “moments of no return.”

So, what’s the solution? Be –and stay– on top of your salespeople until you are confident that they are representing you and your business in as professional a manner as you want them to. This doesn’t mean “get on their case.” What it means is to make sure you provide them with the proper training (and re-training) and support — ongoing!

In life and work,

one-night stands never work!

A bad economy is not a legitimate reason to slack off in this pursuit. Just consider where you’d be without sales and with a bad reputation. Reinforcement at every level is critical in sales management.

If you are too busy owning and operating, or if you’re just not cut out to be a sales manager, go get one. Get the best person you can find –NOT the best salesperson — the best sales manager.

Great Salespeople Do Not

Make Great Sales Managers!

Some outstanding resources you can count on to steer you in the right direction:

Doyle Slayton www.SalesBlogCast.com

Jonena Relth www.TBDConsulting,com

Meredith Bell www.YourVoiceOfEncouragement.com  

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Hal@Businessworks.US or 302.933.0116

“The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Thanks for visiting. Go for your goals. God Bless You.

Make today a GREAT day for someone!

Is speculation

feeding your doubts? 

 ( With appreciation to Marvin Gaye and Tammi Terrell for popularizing the Ashford and Simpson lyrics in their 1968 hit song, “Ain’t nothin’ like the real thing.” It is used in this post title because it fits the message below and because it was likely to attract more visitors than the headline, “Is speculation feeding your doubts?”) 

You’re an entrepreneur of some sort. You own or manage a professional practice or small business that you started or bought or inherited. You’re pretty sharp about most things, and probably more innovative than the majority of businesspeople. Way more than corporate and government types. Not even an issue.

Management, though, and maybe the finer points of leadership, have never found that comfort zone among your greatest strengths. So perhaps you tend to rely on others for those skills? 

If others are providing the majority of practical, shirt-sleeves back-up support your venture needs in order to allow you the time to pursue sales and financing and creative idea development, you may be putting too much risk into your business.

Even if they’re half wrong, government reports claim 9 of 11 new businesses fail in the first 3 years because of poor management, and that even with good management, that it takes 5 years on average just to break even. You may want to re-read that and digest it before you respond with: 

“Hey, whatever works!” 

Why? Because your reality might speak otherwise. 

It’s your business. When you have doubts about operational or staffing issues, get out from behind your desk or dashboard or computer screen or BlackBerry, or office or garage or kitchen door (or wherever you camp out every day) and check it out yourself. In person. Regardless of when or where. Go to it! Speculation breeds screw-ups!

When you depend on other people’s reports –no matter how loyal or trustworthy they may be– remember that they don’t have your perspective or your personal business interests at stake. It’s not a matter of trust. It’s simply not their business. They do not see things with your sense of vision. Go to the trouble spot.

This is not a suggestion for you to become a firefighter, solving everyones’ problems.

It is a recommendation to take increased responsibility for operational and staffing issues that can impact your bottom line. Others, for example, may have great intentions, but intentions never led anyone to accomplishment or success. Only action does that!

If, for instance, you have reason to believe that your customers or clients or patients are not being handled properly on the phone or by email, become a customer/client/patient and see what you get back. Be your own “mystery shopper.” You can be a detective without acting like one. Ask questions. Take notes. Check resources.

You don’t need to flash your badge, wear a trenchcoat or yell “Aha!” every time you find a clue.

Instead of telling, lecturing, scolding, threatening, or intimidating someone you find is getting it wrong, consider showing her or him by example how you would get the job done. Remember how you once learned something you’re fond of? Remember that your people are your most important asset!

Leave the how they do it part up to them — as long as the task and/or attitude is accomplished on time without compromising quality or results. Food for thought: Everything need not be done your way!  

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Hal@Businessworks.US or 302.933.0116

“The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Thanks for visiting. Go for your goals. God Bless You.

Make today a GREAT day for someone!

STOP BEING

A FIREFIGHTER!

When you undermine those

who work with you, YOU

become less effective. 

Entrepreneurs, small business and professional practice owners and managers are notorious for undermining the people they work with. They’ll ask a partner, associate or employee to handle a certain task or make contact with someone in their absence, then –an hour or two, or day or two later– will turn around and do it themselves.

Sound familiar?

______________________

I’m reminded of one of those yea/boo stories [I need a bucket to bail out the boat (boo!); ah, here’s a bucket I can use (yea!); oops, my bucket has a hole in it (boo!); the hole is in the top (yea!) . . .].

____________________

When you ask someone to do something and then whisk the job away because it wasn’t done the way you would do it or because it wasn’t done as quickly as you wanted — or worse, maybe it was already done, but instead of checking to find out, an assumption is made that it wasn’t, and the task ends up being needlessly duplicated. 

Besides that such actions are looked upon unfavorably by both internal customers (employees, investors, referrers, suppliers, lenders, advisors) and external customers (purchasers and consumers) and are considered highly unprofessional in business circles . . . the behaviors persist.

By pulling the rug out from under someone you’ve charged with a responsibility, the likelihood is great that you will also have managed to ignite fuses of discontent, frustration and neurosis.

Not to mention the not-worth-it losses you’ll suffer in credibility, respect, and reputation. 

I know personally of two employee shooting rampages attributed to having “assigned responsibilities” prematurely withdrawn, or arbitrarily reassigned. 

When you as a leader empower someone (or set someone up to become empowered), be extremely clear what needs to be done, and how (assuming there’s no room for interpretation or alternate approaches), and by when. Then go away. Don’t disenfranchise an individual that you’ve just enfranchised.

“Well,” you say, “this sounds good, but nobody else does stuff as effectively as me. If I don’t ‘ride herd’ on those I give assignments to, they’ll never get done.”

Are you really saying that you don’t trust those you’ve partnered with or hired? Is what you mean that you think you’re better than anybody else? Is what you mean that you like running around like a maniac, putting out fires?

Are you really saying that under all these pretenses, you simply don’t trust your SELF or your own judgment?

This may sound embarrassingly obvious,

 but worth the risk of mentioning anyway:

When the kinds of carelessness

that start fires to begin with,

are eliminated to start with,

you won’t need to start with

being a firefighter. 

Maybe it’s time to consider corporate life, or a job with the Post Office? Most towns have openings for roadway cone placement. Nothing to undermine. Think of all the stress you’ll spare yourself.

Entrepreneurial leadership means–among other things– that you need to trust those you’ve trusted to work with, to get the jobs done that you ask them to do, and go about your business of growing your business instead of wasting your time and energy, and everyone else’s. 

Think twice before you delegate. Make sure you are delegating to the best person to get the job done under the circumstances. Make sure you explain carefully what’s needed, and by when, and how much room there is to determine methods and techniques for getting the job done. Set “How Goes It?” follow-up plans. Trust. Walk away.

When you undermine others,

                                                you’re really undermining yourself.

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  931.854.0474   Hal@BusinessWorks.US

Thanks for visiting. Go for your goals! God Bless You.

“The price of freedom is eternal vigilance!” [Thomas Jefferson]

Make today a GREAT day for someone!

What is free that feels good

when you get it, that

feels good when you give it

and is worth more

than a bathtubful of cash? 

Well, maybe a backrub, but let’s stick with the blog mission for business owners, managers, and entrepreneurs . . .

Being a good neighbor isn’t just a warm fuzzy behavior promoted by the late children’s TV icon, “Mr. Rogers” (God bless his talented, perceptive, sweet, caring soul!). His teachings stand tall.  

Being a good neighbor —in business and personal life both— means helping and sharing and sometimes, being self-sacrificing. 

It’s an attitude. 

It’s a behavior pattern driven by your willingness to accept responsibility for more than yourself, and to be agreeable to act responsibly toward those around you, even when you’re tired or may least want to, and even when the cause and/or circumstances –and/or  individual(s)– involved may be unpopular ones. 

At home AND on-the-job! 

It doesn’t mean giving up your SELF for others (those are “Heroes” and Heroines” and we need only glance quickly to our young service men and women –who in fact provide us the freedom to act as neighbors– for glowing examples!). 

It doesn’t mean (necessarily) making a career of it, like so many of the wonderful helping professionals (nurses, charity and social workers, missionaries, therapists, et al) among society’s ranks.

Oh, and it also doesn’t mean doing favors for others who really don’t want your favors!  

It DOES mean being conscious of others’ needs and helping to fill those needs whenever you can, when called upon, and whenever you see the needs and are able to help, whether called upon or not. 

Some call it “pitching in.”  Others call it “stepping up to the plate.” I call it”

“Neighborship”! 

And you know what’s really amazing? It seldom takes more than the simple offer of a helping hand to revitalize the home attitude or on-the-job attitude of the person or persons on the receiving end.

Of course, you may have to be willing to accept a “thank you,” or handshake, or smile, as your reward. 

But, oh, isn’t that what a truly blessed event is all about anyway?

You know, when we used to run management training programs, we always focused on providing “take home” experiences, knowing that program participants would retain what they learned a whole lot longer and more deeply if they could “take home” the methodology and apply it to their personal lives as well.

Well, the thoughts in this blog post have genuine “take to work” application.

Email ’em to yourself!

                                                                                                                                                    

I am truly blessed to have YOU be reading this right now ;<)  Thank you, and please do return. Have a great day, a great night, and a great week ahead!    

If YOU have an inspiring “Neighborship” example to share, please post it as a comment or email me:

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302.933.0116    Hal@BusinessWorks.US

Thanks for visiting. Go for your goals. God Bless You.

Make today a GREAT day for someone!

If you’re not in the toy business,

 and play games with people  

who act like children

 . . . you lose!

Government in virtually any form is hardly a showcase for business leaders. Time and again, and especially with the current Administration, government has proven itself incompetent of thinking and acting prudently or productively. This latest round of childishness that the White House and the Democratic union-vote sheep in Wisconsin are displaying, is pathetic and irresponsible.

Just imagine employees in your company deciding they don’t agree with your hard-line stance against raises at a time when the very survival of your business is at stake and, instead of sitting down to talk about it with you, they pile onto buses and leave town.

Are you kidding me?

Does that sound like a three-year-old temper tantrum or what?

God Bless you, Governor Walker for having the courage to stand up against this intimidation and lunacy. Wisconsin will rise again, but only after those who choose to play child’s play grow up and face the reality that they are part of the problem and not part of the solution. Those who you represent should be proud of your stance. You are trying to save your State from economic catastrophe.

You are 100% correct that the people of your State come first, and that they will decide, not the greedy unions or Mr. Obama’s thugs. There isn’t an entrepreneurial American business on Earth that wouldn’t agree. 

• We know from almost all forms of psychotherapy that when those you are trying to communicate with as adults will only respond as children, you can get down into their playground mentality, become one of them, and accomplish nothing.

• Or, you can rise above them and act parental, which will create added havoc and ignite either explosions or implosions.

• Or, you can stay persistently adult until they finally come full circle, accept their foolish waste of time and energy as an aberration, and join forces, or at least agree to disagree, and move on. And, this is the only avenue that holds promise of productive solutions.

Union mandates are far beyond the point of reasonability and the infantile attitudes of it’s-my-ball-and-I’m-taking-it-and-going-home-Wisconsin-State-Legislators (who have fled from their responsibilities to parts unknown) must both be quashed.

Governor Walker needs to continue to stand firm, and deserves the support of all 30 million of America’s small business owners and operators.

If Wisconsin’s radical leftist and union leader demands succeed, and added State financial support is handed over to e.g., $90,000-a-year-salaried teachers at the cost of collapsing the State, everybody loses.

Can it possibly be that partisan politics is more important than the well-being of Wisconsin families and businesses? Is building a Democratic power base more important than Statehood survival?

Please, those of you who provoke fights and then run from them: Stand up for those who have supported you, not those who give you pretend pledges!

Reality is that your State, like many, is in serious trouble. Meeting union demands is not a solution. Acting like adults and thinking like entrepreneurs will at least get you to the solutions table.

Stop worrying about losing votes and losing union support, and start realizing you hold the key to your childrens’ and grandchildrens’ future. You’ve made your points, now turn it around.

NOW turn it around.

Wull you give the rest of the country reason to applaud you

or cause to spit on an empty trail that you’ve left behind!

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