Control = Application of Information: Getting the Talent That Your Company Needs.

CONTROL = APPLICATION OF INFORMATION:
Getting The Talent That Your Company Needs.
-- Douglas Castle, CEO, TNNWC Group, LLC

There is no denying it. People are searching for careers, security, opportunity and appreciation.

As to security in the most traditional sense, most traditional career-path, ladder-climbing adherents are feeling queasy, disillusioned and displaced -- they have grown accustomed to receiving a guaranteed salary without direct performance requirements -- they are like de-clawed cats in the jungle. They would love large corporate salaries, perhaps with (dare they ask?!), written employment contracts. Part Two of the security actually translates to any mixture of the following special "extras" in terms of potential compensation:

1.  A share of gross or net revenues from a product or a service that will be of great quality, supported with advertising, branding and buzzing, and which will be well-received by marketplace (i.e., which will sell in high volume);

2.  A share of profit, if profit is generously-defined and the cost of delivering the product or service is minimal and the departmental overhead is very, very low (i.e., efficient);

3.  A stake in ownership. If the company is private (closely-held, a GICBC, or largely owned by management and employees), there may be a flow-through of profits directly to each stakeholder in proportion to his or her share of equity. If the company is public, the hope is that the price per share will be nice and high when the stakeholder is ready sell all or part of it (i.e., a capital gain), and (optimally) that the shares, units or interests may even pay dividends over time, to provide some passive income to supplement his or her direct earnings.

Of course there are other issues, such as healthcare insurance, a good working environment, and the likes.

Your new, undercapitalized but promising company needs these talented, capable individuals, but you cannot afford to offer them cash compensation. What do you have? You have the sole prospect of offering Part Two incentives and security.

Translated: You will have to persuade very gifted people (many of them have recently lost jobs due to the miserable economy, and some of them have been out and alone for awhile and have begun establishing consulting or contracting practices to cobble together an income, which can be difficult).

Your Mission: You must be able to demonstrate to these great people (only available because of these troubled times) that they would do far better if they partnered with your organization, than if they continued to to fly solo. You must be very convincing. Every single one of these people is hurting, although very few will admit it. If you are to get them to commit their efforts (in an "unconventional employment" scenario), you must show them that you are equally committed to helping them succeed in building rewarding, profitable careers. You must accept the notion of partnership. Your must get these prize persons to also accept the notion of partnership in a typically paycheck-papered, non-entrepreneurial world.

Your Tools: A powerful business plan; personal belief in the plan; charisma is presenting the plan; a knowledge of what your quarry truly needs, so that you can address those needs and help to solve the problem and ease the pain; imagination; creativity; flexibility; a willingness to listen; and, of course, your generosity.

Don't even think about being greedy, and don't be a desperate beggar looking for a "favor" either. You must be prepared to discount (sell off or give away today) some of your future revenues, profits and/or ownership to some of the right people. Yes...(sigh)...this means carving up "the pie."

Think About This: Would you rather own a smaller percentage slice of a much larger pie, or would you rather own 100% of the legendary "pie in the sky?" [No answer is required. The question is rhetorical. The answer is supposed to be glaringly obvious. If you chose the "pie in sky" option for yourself, you are selfish, control-obsessed, greedy and should be prepared to fail miserably -- this is a hint.]

Final Analysis and Comment: You must pay to receive. If you do not have a war chest of capital to pay for people's talents, you must offer them a piece of your company's future that they can call their own.

The less capital that you have available, the more intelligent and creative you must become to be successful. But fear not! Intelligence and creativity (with the spirit of generosity) can be converted to material wealth. If you want to win, you must do 1) a great deal of convincing, and 2) a great deal of intelligent giving. Also, intelligent giving (making the right partnership deal with the right individual) is actually smart investing.

Douglas Castle
http://aboutDouglasCastle.blogspot.com
http://lifelinksiep.blogspot.com
http://TheGlobalFuturist.blogspot.com
http://TheInternationalistPage.blogspot.com
http://TheNationalNetworkerWeblog.blogspot.com

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The Inherent Power of an Organized Group

The Inherent Power of an Organized Group

Synopsis

When a number of people gather together in the genuine spirit of cooperation and collaboration, and in the sincere interest of solving any problem or in achieving any goal, the likelihood of the Group’s success at its accomplishing its agreed mission will increase exponentially with: 1) the size of the Group; 2) the quality of the Group’s strategic plan; 3) the diversity and complementarities of the resources and skills brought to the Group by each Member; 4) the level of resources and skills brought to the Group by each Member 5) the ability of the Group’s elected or appointed leaders to keep the Group’s focus on the mission and to responsibly empower each Member (through careful delegation) to his or her highest and best skills and purposes; 6) the strength of the bonds of trust and empathy between each and all of the Members of the Group, and 7) the righteousness or goodness in the objective sought.  – Douglas Castle

This article, written for publication in The National Networker Weekly Newsletter, is part of a series of explorations into the notion of the Next Entity – the Global Interworked Cooperative Business Community (GICBC). Join us at http://bit.ly/JoinTNNWC . You’re welcome and there is no charge for Membership.

  

Definition of Terms

For the purposes of this discussion, the following terms are used in the following manner:

1).  The size of the Group = the total number of Members;

2).  The strategic plan = the “road map” to be used as a guide and reference for the Members of the Group to follow in order to proceed from the day of the Group’s formation to the day of accomplishment of its mission;

3).  The diversity and complementarities = the variety of skills and resources brought to the Group by each Member, and the manner in which those skills and resources can be applied to each incremental step of accomplishing the mission;

4).  The level of = the degree of competence at accessing and applying any resources of skills by a Member;

5).  The ability = the same meaning as in the term “level,” above;

6).  The strength of the bonds = the cohesiveness, pervasiveness and persistence (especially when challenged) of these critical interpersonal elements;

7).  The righteousness and goodness = While these may be seen to be subjective terms (and understandably so), a Group focused on accomplishing a mission that is in harmonious accord with the highest values and ethics of its Members will tend to follow a straighter course to completion, with less discord along the way. It is also, in essence, easier to put one’s unfettered intellectual abilities, strength and actions to something that is a matter of pride and principle. Shame and subterfuge detract from the probability of success in any individual or Group endeavor;

8).   Exponentially = in an increasing, compounding multiple. Exponential expansion is far greater and faster than simple arithmetic expansion. Two minds working collaboratively are a force far greater than the mere sum of the two minds…three minds working collaboratively are a force far greater than the product of two minds working collaboratively.

Note: I often use the term “Critical Mind Mass” to represent the number of individual (i.e., Member) minds working collaboratively to achieve a breakthrough idea or action. One of the ultimate products of exponentiality is an accelerated possibility and increased probability of a breakthrough or multiple breakthroughs.

9).   Cooperation = an interpersonal configuration in which each of the Members agrees to abide by a set of rules or principles agreed upon and set forth by the Group, and does so;

10). Collaboration = an interpersonal configuration in which each of the Members uses his or her resources and abilities to enhance the thoughts or actions (through something akin to an infinitely expanding feedback loop) of each of the other Members, and of the Group.

If a Group is to optimize the potential advantage of its power, each of the Members must perform a critical role for the benefit of the entire Group. A Group is a multi-cellular organism, with each Member comprising one of its vitally-needed, constituent cells. Non-functioning or under-functioning cells diminish the organism’s ability to survive and thrive. Agitated and dangerously conflicted cells operating contrary to the accomplishment of the organism’s mission and with a propensity to enlist or transform other cells to act similarly are analogous to cancers – not only will they diminish the organism’s ability to survive and thrive, but, if left unchecked, they will tear the organism apart, causing it to collapse upon itself, terminally disabled.

Cellular cohesion is absolutely necessary; insidious, contagious and unproductive conflict is fatal. It sounds trite, but it is true of the cells of any organism, or of the Members of any organization – “United We Stand, Divided We Fall.”

Those who seek to immobilize, conquer and enslave others, deliberate seek to divide those others, and to turn them against each other. Sadly, we Humans tend to be an insecure and short-sighted lot, and we fall into this trap repeatedly…never knowing that the only victors will be those who are behind the scenes; the puppeteers seeking to rob us of power, confidence, momentum and the joy of community. 

Despite my having said this, please bear in mind that some element of conflict (emerging from within the ranks of the Members or cells) can be productive if it takes the form of reasonable analysis, reassessment, or refinement.

A question, a pause for further thought, or a suggested change (when presented in the proper spirit and forum) can be sources of conflict, but they are like the body’s own sensorial feedback – they serve the higher purposes of possible course correction and the potential acceleration of the accomplishment of the mission. In the Human experience, questioning very often fosters the creation of better solutions, or reaffirms (by testing and tempering) the validity of an existing system of belief or a chosen course of action.

An Example of Group Potential Being Actualized

QUESTION: What might a well-organized, focused, dedicated group of 100,000 persons accomplish during a single year, if each Member would contribute, on average, the sum of $10.00 per month for each of the twelve consecutive months?

Here are a few examples. This list is by no means exhaustive, and it does not include popular but notoriously historically ineffective activities, such as signing a petition, staging a demonstration, boycotting a product from any country, or other such activities. These are all means of getting attention, but “raising consciousness” is merely one of the first steps in the productive process of creation of great new things, or of changing the existing, flawed institutions or policies. To truly effect change, you must work both within and outside of the established systems, and you must take precipitous action. Our Group can:

• Purchase a controlling stake (or at least enough of a stake to call a shareholders’ meeting and require an audit of the books or a vote on a critical issue) in one or more publicly-traded companies;

• Start an independent credit union;

• Start a venture capital fund and create numerous entrepreneurial “incubators”;

• Create a branded affinity “credit card” ;

• Negotiate deeply discounted health and business insurance plans for self-employed persons and smaller-sized (by employee count) emerging enterprises;

• Act as a co-operative and to obtain discounts from choice vendors and service suppliers;

• Get any website, blog site, person, product or brand to be listed in Google’s top ten ranked research results;

 This is indeed something worth thinking about. More importantly, by far --- it is something worth planning and doing.

Faithfully,

Douglas Castle

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5 RULES: Information, Communication, Coordination, Command and Control

5 RULES:   Information, Communication, Coordination, Command and Control

This article was written by Douglas Castle for publication in TAKING COMMAND! The article may be reproduced, re-published or transmitted without the author's permission provided that 1) the article is reprinted in its entirety (without editing, deletion or addition) with proper attribution to the author and the original publication, and that 2) all hyperlinks are left intact and live. Douglas Castle is a Featured Columnist with THE NATIONAL NETWORKER Newsletter. You may subscribe and receive this publication for free at http://twitlik.com/IN.

Dear Friends:

This is actually a brief article on effective management technique...but the title intriqued you, eh? Thought so.

It would seem that the ultimate managerial objective in life (aside from being "happy") and in business is to control things; to control, if possible and to the greatest extent possible, everything from our own selves (through discipline and self-mastery) to the environment and all of those variables which surround and impact us.

Obviously, this includes exerting our control upon others to some extent. Humans generally fear a loss of control, and despots throughout time have enslaved entire races, built great empires and destroyed whole civilizations because of their addiction to the very notion of control. For many of these people, and for most of us, control equates to power. In the military and throughout the world's vast network of self-important members of the Intelligence Community, the conversation is often about Command and Control methods, tactics and strategies.

When the Twin Towers of the World Trade Center in New York were demolished on 9-11 in an act of incredible inhumanity, politicians, agency directors and other proficient high-profile blame-dodgers and blame-placers were quick to point out to the information-hungry public that the extensive loss of life (in excess of 3,000 souls perished in that single incident of terrorism) was far greater than it should have been due to a failure in the system of command and control among the various responding security and safety agencies when they were put to the ultimate real-time test.

When various intelligence agencies do not share information and do not coordinate their efforts through effective communications and monitored feedback, a loss of control invariably results. This deficiency of control can mean that a hostile individual or force can penetrate our most well-conceived defenses. When various department heads within a business enterprise do not share information and do not coordinate their efforts through effective communications and monitored feedback, a loss of profit or marketshare results.

To utilize what we have learned from our mistakes in the War on Terror and the Global Recession, we must be ever-mindful to incorporate these processes in every aspect of managing any multi-party process; whether it relates to Homeland Security or to operating a chain of supermarkets:

1. Collect as much information as possible about every relevant variable. In fact, we should ask our counterparts in other agencies or departments for the type of information that they are looking for in order that we may help them; of course, they should reciprocate. This increase the overall probability of success in the early but crucial campaign phase of gathering intelligence. We are less likely to overlook things and more likely to find things. 

2. We must frequently share and compare information. This is a synergistic process which makes every agency or department better-informed, and it allows more eyes and minds to evaluate data in terms of trends and implications from a greater number of meaningful perspectives. Hoarding information can be very counterproductive when teamwork is required for success.

3. In deciding to respond to information, we must advise our counterparts as to what we are planning to do. This maximizes the opportunity for constructive feedback and cooperation, while it minimizes the risk of working at redundant or opposing purposes.

4. It is imperative that there is a heirarchical command structure in order to avoid conflicting directives, orders and actions. Every organization is a multicellular organism. When each "cell" (in this moronic metaphor) decides to go its own way, chaos ensues, and "body" is riddled with multiple cancers [you may wish to click on the link over the picture immediately beneath my signature, below]. While intellectual independence is to be commended and encouraged, it must be tempered when circumstances require a system of command and control.

5. We must constantly and openly share our lessons and learning with our counterparts. After evaluating our respective and collective successes and failures, we must cooperatively and collaboratively be innovative and proactive in finding ways to duplicate and enhance the successes, and to avoid or at least mitigate the failures.

This would all seem to be common sense. As I have said before, "sense is not common." That is precisely why someone has to write these things. I just happened to be available.

Before you run off to the bowling alley or to the corner bodega to buy a lottery ticket, please take a moment to read the article below, which was excerpted from THE NEW YORK TIMES today. It has some relevence.

I wish you all a happy, healthy and prosperous New Year, filled with learning, growth and love.

Faithfully,

Douglas Castle

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Below: Depiction of Apoptosis in a cancerous cell.

December 30, 2009

Obama Cites ‘Systemic Failure’ in U.S. Security

By PETER BAKER

HONOLULU – President Obama on Tuesday blamed a “systemic failure” in the nation’s security apparatus for the attempted bombing of a passenger jet on Christmas Day and vowed to identify the problems and “deal with them immediately.”
Making his second public statement on the matter in as many days, Mr. Obama said a preliminary assessment already has made clear that there was a breakdown in the intelligence review system that did not properly identify the suspect as a dangerous extremist who should have been prevented from flying to the United States.

“A systemic failure has occurred and I consider that totally unacceptable,” Mr. Obama told reporters here in Hawaii, where is in the middle of a 10-day holiday vacation. The president said he has ordered government agencies to report back to him on Thursday about what happened and said he would “insist on accountability at every level,” although he did not elaborate.

The president’s blunt words came just two days after his secretary of homeland security, Janet Napolitano, drew criticism for saying that “the system worked” after Umar Farouk Abdulmutallab tried to ignite explosive chemicals aboard a Northwest Airlines flight approaching Detroit. Ms. Napolitano quickly recalibrated her statement to make clear she meant that the system worked in its response to the incident after it occurred. But Mr. Obama’s sharp assessment Tuesday sent a signal that he was not satisfied by the government’s performance.

Mr. Obama made no reference to Ms. Napolitano’s statement and took no questions. He made sure to praise the professionalism of the nation’s intelligence, counterterrorism and law enforcement officials. But he spared little in his withering judgment of what he called a “mix of human and systemic failures” that did not catch Mr. Abdulmutallab.

The president suggested that he would overhaul the nation’s watch-list system. “We’ve achieved much since 9/11 in terms of collecting information that relates to terrorists and potential terrorist attacks,” he said. “But it’s becoming clear that the system that has been in place for years now is not sufficiently up to date to take full advantage of the information we collect and the knowledge we have.”

Mr. Abdulmutallab, a 23-year-old Nigerian who claims links to a branch of Al Qaeda, came to the attention of American authorities when his father went to the embassy last month to report that his son had become radicalized. The father, a respected retired banker, did not say his son planned to attack Americans but sought help locating him and bringing him home, according to American officials.

The embassy sent a cable to Washington that resulted in Mr. Abdulmutallab’s name being entered in a broad database of 550,000 people with possible ties to terrorism. But he was not put on the much smaller no-fly list of 4,000 people, or a list of 14,000 people who require additional screening before flying, nor was his multiple-entry visa to the United States revoked.

“It now appears that weeks ago this information was passed to a component of our intelligence community but was not effectively distributed so as to get the suspect’s name on a no-fly list,” Mr. Obama said of the father’s warning. “There appears to be other deficiencies as well. Even without this one report, there were bits of information available within the intelligence community that could have and should have been pieced together.”
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Labels: communications, coordination, collaboration, cooperation, information-sharing, course correction, Barack Obama, terrorism, apoptosis



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QUID PRO QUO - MERCENARY MONETIZATION - Part 2

Dear Readers:

As you may recall, I was making a point yesterday regarding receiving value in exchange for value. Also, as is my custom, I was cynically taking a "wait and see" approach, almost anticipating (dare I say "hoping"?) that my quarry of the day, Mr. John DiPrete (a fellow Braintenance enthusiast) would reject my request to have my link, http://braintenance.blogspot.com/, posted on his site.

After reading John's response this morning, it is truly a sad day for cynics, skeptics and negativists. He not only offered reciprocity (which is the key to all commerce), but proposed a tagline to accompany my link, to be placed on his website. Today, the U.S. government reports the jobless rate up to over 7.6% -- despite this tragic news, I have gained 1) a new friend, and 2) a very encouraging new perspective...that by working cooperatively and with some old-school kindness, we can entrepreneuially muscle our way out of any recession. Adam J. Kovitz may be on to something revolutionary with his whole RELATIONSHIP CAPITAL idea. Thank you, Adam.

John's letter follows:
______________
Hi Douglas,

I am glad to add your link to my link page at Mind Bluff (http://mindbluff.com/links.htm ) "Braintenance: Mind Builders. Insightful, entertaining blog of Douglas Castle on mind-exercisers: illusions, problems, and puzzle links. Also featured are paradoxes, intelligent widgets, and interesting musings. Updated regularly."

Best wishes on your site.

John

_______________

Dear Friends - In brief and in sum, this is a sample of the Power of Relationship Capital. It is fact, not mere theory.

Faithfully,

Douglas Castle