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Amerigunistan: Is This The New American Normal?
“Amerigunistan” is obviously not a country, but a growing number of Americans fear that the U.S. is quickly turning into a destructive war zone – much like … well … “Afghanistan.”
During my two tours in Afghanistan, there wasn’t a day that passed where you didn’t cognitively factor in the looming insurgency threat into every action or movement you made that day. The threats: vehicle-borne improvised explosive devices (VBIED), Improvised explosive devices (IEDs), indirect fire (IDF), green-on-blue attacks, and the list continues. Conversely, in the U.S., we plan a simple trip to the local bank, Food Giant, or Wal-Mart without hesitation or overly-extensive planning involved.
In a deployed environment, a troop movement “outside-the-wire” involves deliberate planning, seamless coordination, briefings, and headquarters authorization. All because the threats against allied forces were deadly, real, and numerous. As a fighting soldier, sailor, airman, or marine, you had to keep (what U.S. fighting forces call) “your head on a swivel.” That meant being insanely alert, being aware of your surroundings at all times, trusting no one beyond your individual unit members — at least until verified, and anticipating the worst case scenario in literally every situation.
As Americans, we simply don’t worry about being hit by a VBIED on the way to Chuck E. Cheese’s with our kids. Similarly, we generally don’t expect to dodge gunfire during a weekend trip to the mall with the family. But over time … and absent significant cultural, law enforcement, and “gun access” legislation in this country, will America devolve into a war-zone-like country as well?
But over time … and absent significant cultural, law enforcement, and “gun access” legislation in this country, will America devolve into a war-zone-like country as well?
On 15 February 2018, we collectively gasped as a deranged gunman and ex-student of Marjory Stoneman Douglas High School in Parkland, FL gunned down 17 innocent students at the high school.
“So What’s “Amerigunistan?”
So here it is up front: I don’t believe the answer to this social problem is to ban guns. However, I do believe in enforcing and making the existing gun laws significantly smarter and infinitely more effective. That said, it makes absolutely no sense to protect members of Congress, movie stars, pop stars, sports professionals, and military installations with armed guards and fortified infrastructure, but leave the most innocent and vulnerable in our society without a fighting chance.
Likewise, I find it incredibly interesting that politicians give eloquent speeches about gun control and the evils of ‘assault style’ weapons … all while under the protection of armed guards and security forces…it’s hypocritical.”
Gun control alone measures alone, aren’t the answer to ending gun violence in America — mainly because gun control laws only touch a small fraction of the major nodes that encompass this issue right now. For example, law abiding citizens who have no desire to rob a bank or commit a crime are impacted the most by stringent gun control laws. The criminals (by definition) don’t follow laws. “Ask the cities of Chicago, Washington D.C., Detroit, Baltimore, New Orleans, and Philadelphia; the cities with the most stringent gun control laws — but also the cities with “off-the-chart” murder rates in the country. These are American cities [literally] “under siege” and victimized by criminals.
So obviously, the logical thing to do is to disarm law abiding citizens and toss them to the wolves (*facetious).
Furthermore, punishing law-abiding citizens for the sins of the criminal is tantamount to the middle school kid who gets bullied during lunch and instead of addressing the issue with the “actual” bullies or school administrators, he simply goes home and kicks the dog … all because that’s the easiest target to control. But it certainly doesn’t solve the problem.
Punishing law-abiding citizens for the sins of the criminal is tantamount to the middle school kid who gets bullied during lunch and instead of addressing the issue with the “actual” bullies or school administrators, he simply goes home and kicks the dog … just because that’s the easiest target to control. But it certainly doesn’t solve the problem.
“These Are The Real Conversations We Should Have Right Now …”
I believe the following actions should be taken (minimum) if we are going to have a serious conversation about mitigating gun violence in this country.
- Close The Gun Purchase Gaps and Loopholes: Close the existing gaps and loop holes that exist in our current background check systems, (yes, there are a few). For example, if a person’s National Instant Criminal Background Check System (NICS) status at the point of sale comes back “Delayed” due to questionable background check information, the weapon should probably NOT be sold to the individual EVEN after the three day wait has expired … the vetting process needs to be discovered fully before the weapon exchanges hands. Some retail stores (Dick’s Sporting Goods for example) have implemented these safeguard actions already.
- Fix NICS: Tighten the screws on federal requirements for the military, states, local, and tribal entities to submit criminal history data to the FBI databases (they are there for a reason). Currently, submission of criminal data history to the FBI databases from the states is highly encouraged, but voluntary. In order to (better) prevent bad actors from continuing to torment the public … states, tribes, and federal agencies need to do a better job of collaborating national criminal history data. The information in the NICS databases should also be transparent and interchangeable with all the other systems. Knock down these stove-pipes. Our law enforcement officers out there in our cities can use this valuable information as they make contact with the public. Knowing that the guy you just stopped on the freeway has a history of domestic violence is good to know.
- Mental defectives: We need common sense mental defective reporting to the NICS. Mental defectives need our care, attention, and the best professional help we can provide them … but they certainly don’t need an AR-15 in their possession … no more than a baby needs full access to the medicine cabinet. That’s all. We also need to ensure we continue to protect medical privacy; but not at the expense of innocent lives when there is a clear and eminent threat against public safety … yep, we need to stop playing “I’ve got a secret” in the mental health community.
- Our schools need protection right NOW! Not tomorrow…or when Congress decides to take substantive action. Waiting to win a (mythical) gun control victory in Congress will not happen (probably ever). However, there WILL be another school massacre [attempt] in the near future. If you are a superintendent, school administrator, teacher, or parent, your energy and efforts need to be focused on protecting our precious youth. Additionally, schools need to fund for serious campus threat assessments and develop effective countermeasures. “We don’t have money for comprehensive threat assessments,” is no longer an acceptable excuse for our school administrators. Our schools are vulnerable and under attack … stop spending federal funds on “non-sense” projects and cultural experiments. There … now you will have the funding you need.
- “We saw something and said something — what the hell happened to you?” Let’s figure out why the Sheriff’s Department in Florida failed to take action with regard to the high school shooter after receiving numerous reports and tips from fellow students, teachers, parents and concerned citizens were submitted to authorities. Some suggest that details regarding the shooter were deliberately ignored in order to artificially reduce the number of “juvenile to prison pipeline” numbers in the state — ensuring that the statistics look better than they actually are. These are the things that students should be protesting right now: why was their safety put in jeopardy in order to meet the objectives of a social agenda? Better yet, when you told us, if we saw something, say something … WE DID! So why did you do “nothing” in response?” These are the true issues that should be investigated.
- It’s infinitely harder to stop a madman with a gun … without another gun: Regardless of your views on armed resource officers or administrators in our schools … remember the bad guy is counting on your school NOT having an armed force (deterrence) on your campus. By resisting the movement to either fund for resource officers or to arm teachers or school administrators, you support the attackers main objectives. Keep that in mind. There are indeed teachers that should never hold (or fire) a weapon ever. But give those who may be ex-military, or law enforcement, the opportunity to protect your campus if attacked. They’ve performed this duty in places like Iraq and Afghanistan. They’ve carried weapons on the mean streets of America with real perpetrators — why does the school factor suddenly change things. Protect our kids like we protect passengers in our airports.
what is not being discussed today… the horrendous failure of the cowardly deputies in Broward county and #BrowardCountySheriff to protect the kids on Valentine's Day in Parkland, Florida. #MarchForOurLives pic.twitter.com/XMgOsNSq2T
— Color Me Red (@ColorMeRed) March 24, 2018
20 children, and 6 teachers were killed during the massacre at Sandy Hook, 14 children, and 3 teachers were killed during the massacre in Parkland Florida. Today #MarchForOurLives showed us how we #HonorThemWithAction now we work to get common sense gun laws passed! pic.twitter.com/XcKHlkHieO
— StopHandgunViolence (@stophandguns) March 25, 2018
My heart is beaming with pride ❤️ … the Parkland High School students met up with the Majory Stoneman Douglas students from Parkland, Florida. #neveragain #parklandforparkland #enough #proudadvisor #parklandpride @ParklandSchools @HankFox29 @69News @NBCPhiladelphia pic.twitter.com/aBc8iR1KEQ
Better yet, when you told us, if we saw something, say something … WE DID! So why did you do “nothing” in response?
Furthermore, those that are adamantly opposed to potentially arming teachers in the classroom are still living in the world of make-believe.
These are the same folks who have no issue walking past a gauntlet of armed police officers and TSA inspectors, surrendering their carry-on possessions for scrutiny, and finally getting zapped in an X-ray machine — all to ensure that your flight to Minneapolis to see grandma is uneventful.
Many Americans refuse to acknowledge the fact that this nation has shifted culturally. There are far too many contributing factors to mention in this article. As great of a nation that this place is … we are no longer the country we were 20, 30, 40 years ago. Scenes of our children dodging gunfire in the school cafeteria never crossed our minds before the Columbine High School tragedy. Today, an incident like that is (unfortunately) commonplace. Sad.
I also believe that citizens who cannot protect themselves from threats and rely solely on law enforcement or the military for their protection, cannot truly categorize themselves a “free” people.
Instead, I feel that “access” to guns in America is the true problem.
“No … Not Every American Should Have ‘Access’ to a Weapon…” Here’s Why:
Last time I checked, in order to operate a motor vehicle on American’s interstates, highways, and roadways, we have specific age requirements, we must possess baseline sensory and motor skill abilities, we must pass a written and practical driver’s test, we must provide our servicing DMV with an extraordinary amount of personal information, we give the state a photograph to be placed on our license and in their database, and repeatedly register our vehicles on an annual basis. All this to maintain safe roadways in this country. But when it comes to guns, yes … we have general gun registration laws and a pedestrian federal background check system, but we don’t exercise the same degree of vetting and due diligence when we allow people to drive on our streets and roadways.
That piece must change.
The Second Amendment guarantees our right to bear arms, but that doesn’t mean everyone “should” bear arms. Certainly no more than that crazy uncle (that we all have in the family) should be left alone to baby sit your kids. It’s not a question of “rights,” it’s a reality of responsibility and mental capacity.
Similarly, as much as we love and care for our 1.3 million legally blind, fellow Americans that currently reside in our country, common sense tells us that they should not be operating vehicles on our roadways … for their own safety, and others. Likewise, guns in the hands of the wrong operator can be equally catastrophic. It’s operator access that needs to be “controlled.”
We must ensure that the wrong operators do not have access to guns in America … this is not a Second Amendment argument, it is a common sense reality.
In conclusion, I believe the term “Amerigunistan” is more than a (clever) hybrid reference for two diametrically opposed nations, it is an organic, grassroots cry from our concerned citizens for federal and state politicians to take meaningful action to stop the senseless violence that plagues one of the wealthiest and innovative nations on the planet. We are essentially a nation that has the capability and capacity to send satellites and other vehicles into space, cure exotic and deadly diseases, and develop software that can fly an aircraft without a pilot, but also worry everyday about sending our kids to elementary school three blocks away — a sad commonality that we are beginning to share with war-torn countries elsewhere on the globe.
So, to answer the original question posed by this article: “…is this the new American normal?” The answer is: I really hope not. The rest of the world is looking to us as THE example of excellence. Our emerging gun violence epidemic is by no means, “excellent.” We can (and must) do better America.
Written by Goombay Tally Staff Writers | Goombay Tally | www.goombaytally.com | Contact [email protected] for advertisement or feedback details.
Is It Time to Find a New Church? Here’s 5 Blinking Light Indicators.
Written by Kathy McGinnis | Staff Writer for www.Goombay Tally | Religious and Humor
Experts claim there are over 37 million churches in the world right now with roughly 34,000 different Christian denominations mixed in. Additionally, there’s nearly 50,000 new ones added to that “holy roster” every year with about 1,200 of those being right here in the good ol’ United States. You guessed it, that’s a lot of different ways to “serve the Lord” if you will.
And just like a unique fingerprint … no two churches are exactly the same.
Furthermore, those statistics also mean that the probability of you and your family finding a church body that (specifically) meets every single one of your spiritual, doctrinal, and fellowship needs, is probably a long-shot at best. Instead, as Christians, we tend to find a church body that meets at least 70% of our perceived spiritual needs, and then we gradually become uncultured into that community.
That’s generally how it works I think.
But what happens when you start to feel that your church no longer sparks that fire in your soul anymore or as the legendary blues singer B.B. King would sing, “The Thrill is Gone”?
Now, before I get a ton of hate mail from churches across the world…I get it, the thrill for the Lord and his mercy should be in our hearts regardless of the church body we find ourselves in. But let’s be real here for a second…unfortunately, there are pastors and congregations out there that have the uncanny ability to suck the very life out of a church service specifically, and out of the Christian experience in general. We’ve all been there and done that I’m sure. Some of you are there now.
I remember moving to a new town in Colorado years ago and visiting my first church in the area. Without getting into the painful details, I nearly fell asleep (or as I now tell friends–fell into a holy coma) before the sermon was half-way over. Embarrassing drooling action and all. Yep, not proud of that moment by any stretch, but that first-time experience was enough for me to quickly continue my search for a new spiritual home without investing anymore time in a church that just wasn’t going to work out long term. And I suspect that we’ve all been there in the past.
So what do we do when we feel the need to exit the proverbial church “back door” (the metaphorical way to describe people leaving the church) as Dr. Thom Rainer wrote in his blog post, The Main Reason People Leave a Church. (thomrainer.com)
Thom Rainer also outlined in his post some direct quotes from exit interviews of people who actually left congregations:
- “The worship leader refused to listen to me about the songs and music I wanted.”
- “The pastor did not feed me.”
- “No one from my church visited me.”
- “I was not about to support the building program they wanted.”
- “I was out two weeks and no one called me.”
- “They moved the times of the worship services and it messed up my schedule.”
- “I told my pastor to go visit my cousin and he never did.”
Fascinating excuses for leaving your church, but I’ve attending many churches throughout my lifetime; not only within the United States but in seven separate countries. Each pastor, minister, or priest brought to their church and congregation their own unique brand of Christianity and worship.
That said, one universal truth that I’ve learned over time is that nobody (regardless of how much they convince you otherwise) has a complete lock on “Jesus” and what it takes to be an effective Christian. Grant it, some ministers are just better equipped to deliver and interpret the Word of God in such a way that resonates with our souls and seemingly enhances our personal experience with Christ.
…One universal truth that I’ve learned over time is that nobody (regardless of how much they convince you otherwise) has a complete lock on “Jesus” and what it takes to be an effective Christian.
These tend to be the churches that are logistically required to hold three separate services on Sunday morning, and require local Police or Sheriff Department traffic control checkpoints on Easter Sundays. They are huge.
And good for them. Their outreach capability and capacity is “boss.”
But if you are already well entrenched and established in a church — what are some signs that you just may not be getting the spiritual nourishment and growth that you were hoping for when you first started attending? The following is light-hearted (but all too often true) food for thought:
1. Your pastor lives in a $3 million mansion while the rest of the congregation is struggling to keep the lights on.
I’m not saying that God doesn’t want us to be prosperous in life and to enjoy physical blessings … on the contrary. But let’s be honest here…if your pastor is the only one in church driving a brand new Mercedes-Benz, living in a mansion the size of “Prince’s” compound, and wearing $5,000 suits…rest assure, his or her “prosperity ministry” only has one successful beneficiary…and it definitely ain’t you.
Now I’m certainly not knocking the successful televangelists who make millions of dollars a year, own sleek personal jets (and flight lines, *Kenneth Copeland), and need personal bodyguards when they travel … but the obvious irony here is that they are all living quite extravagantly by preaching and teaching about a man who lived a very servant-oriented, simplistic, minimalistic, and transient lifestyle by comparison.
Worst yet. I suspect that if Jesus physically set foot back on earth this afternoon and decided to pay a visit with one of his “elite” and dedicated evangelists at one of their uber-mansions in north Texas, their security teams would probably attempt to apprehend him and ask … “what business he has with Reverend (fill in the blank).”
Isn’t capitalism a wonderful thing?
2. When you invest a fortune into the “church fund” but the roof is literally falling in on itself.
I once sat through a church service years ago that collected three separate offerings from the congregation for the “church fund.” Frankly, it was embarrassing. It essentially turned the church service into an extended NPR fundraiser marathon. My family and I now refer to that service as the “Holy Shakedown” or the “First Baptist Church of the ATM.” Mind you, there is absolutely nothing wrong with taking care of the physical building where you worship the Lord. That’s just good stewardship. However, if your church collects an extraordinary amount of money for a church fund but you can’t recall seeing a single major repair or upgrade in years … nuclear launch-style red flags and sirens should be blaring. (Also refer to Reason#1 above)
3. High fashion! Low outreach.
Have you ever attended a church service where the congregation looked like they were all in competition for the “Best Dressed Baptist of the Year Award”? No, that award doesn’t actually exist, (I don’t believe) but you’ve probably visited that church at one point in your life.
Essentially, if you’re not “dressed for success,” i.e., wearing fancy suits, expensive dresses, name brand footwear, and imported ties, don’t think about entering the holy sanctuary.” There have even been stories told of first-time attendees being turned away from worship at certain churches because they were not dressed in slacks, a suit and tie, or expensive dresses etc. That’s just shameful to me.
Personally, in a country where regular church attendance rates are dropping exponentially every year, I believe God is less concerned about what you wear in his house than the fact that you actually get your butt in a pew on Sunday in the first place. And yes, there is the issue of “appropriateness”… you certainly don’t want to see revealing clothing that distracts away from the service either. Trust me…eyes will wander…church or not. But I refuse to believe that God will turn you away at the door because you’re wearing a “John Deere” T-shirt and Wrangler jeans. But that’s just me. Bottomline: churches that seem more interested in outward appearances than how they can minister to the physical and spiritual needs of those that attend, may not be worth your time.
4. Wow! That was a great service…now what was the sermon about again?
— Zac Novak (@zacnovak) May 16, 2014
Growing and keeping a [young] church congregation in today’s socially progressive environment has to be a daunting task for sure and I don’t envy any pastor or church staff for that challenge. Let’s face it, the modern church is in direct competition with Hollywood, MTV, Drake, Kim Kardashian, the NFL, Swooping Meadows Golf Course (or something like that), and a society that rewards humanism and individuality while vehemently attacking religious institutions.
Moreover, pastors are slowly moving away from the traditional trappings of the past and embracing the subtle (and not so subtle) integration of modern technology, multimedia, coffee kiosks and donut stands, contemporary christian music, social media, and live streaming service capabilities. And honestly, I think it’s not only a good thing, but inevitable. Additionally, I don’t buy the belief that your service or worship is “more pure” if you forgo the cross-pollination of modern day technology or popular trends. But I have experienced services where you know the church leadership is not only “trying way to hard” to attract today’s youth, but probably find themselves out of bounds both biblically and spiritually. Bottoming: If your church has so many distractions that you walk out not really remembering what the main takeaway was from the sermon, there may be some focus issues going on.
5. Checkbox Christians.
I’ll be the last person to proclaim that I have everything in life all figured out and that I’m the poster child for Christianity Today Magazine. I fail on a daily basis. Sometimes hourly.
So I certainly tread lightly when I use the term “checkbox christians” or professed christians who [really] only attend church to meet their perceived civic, family, or traditional obligations. I remember inviting my roommate in college to church one Sunday and he surprisingly agreed to attend even after a late night partying at a few of the local clubs in the area. I still chuckle today when I recall my roommate and I quickly finding a pew to sit down and him suddenly focusing his stare on an attractive young lady sitting to the far right side of the chapel. I cringed to think what comment he was about to make about her but was even more surprised to hear him yell out instead, “Hey, I saw her at the club last night!” It was both mortifying and hilarious at the same time.
But to my point.
I attend church to draw inspiration, mentoring, motivation, and encouragement from those who are patently different from regular “Joe” who drinks too much, chases too many women, and uses the Lord’s name in ways that will make you grandmother slap you into next Thursday.
When I attend church, I personally need the strength and motivation of those who are going to help keep my sorry butt out of the clubs and hangouts that will destroy my walk with Christ. If you find that your church lacks those mentors in an exponential way…it may be time to find a different church to facilitate your continued spiritual growth.
In summary, there is no perfect church out there in the religious ecosystem, but there are certainly (more than) enough to find the one that facilitates your walk with God in a meaningful and inspirational way.
Written by Goombay Tally Staff | Goombay Tally Blog
Photo by Eric Welch on Upsplash.com
Failing to Do the Small Things Can Lead to Hellish Consequences.
By Scott McGinnis, CEO, XGrunt Inc. | www.goombaytally | Business Leadership | Business Management | Please contact us at [email protected] for feedback, writer or lecture requests, and advertisement details.
On one cold, fateful night on April 15, 1912, in the middle of the North Atlantic Ocean, historians tell us that British Merchant Navy officer, Captain Edward John Smith, made a series of avoidable maritime blunders which could have ultimately prevented the tragedy we all know as the sinking of the RMS Titanic. Moreover, we now know that captain Smith and his crew failed to accomplish [procedurally] very “small and simple” tasks that [cumulatively] could have saved 1,517 precious lives.
Mind you, Captain Edward Smith is mostly known and praised for stoically and heroically remaining on his “unsinkable” ship as it submerged into its eternal resting place on the bottom of the cold Atlantic ocean. However, inquisitive historical experts have meticulously combed through carefully preserved records of both American and British reviewing agencies, to assess and identify a laundry list of poor leadership decisions, willful noncompliance with maritime navigational protocol, and well … just good ol’ common sense in many instances.
For example, historian Allen Gibson, author of The Unsinkable Titanic: The Triumph Behind a Disaster, noted that Smith was [indeed] fully aware that the world’s largest liner was headed directly into a 78-mile iceberg zone on his voyage from Southampton, England to New York. However, knowing the inherent dangers associated with navigating such a treacherous area would be, Gibson noted that Captain Smith made a conscious choice to dine with wealthy passengers and hit the sack early that night instead of exercising proactive leadership and putting into motion small, but effective actions that would have turned the maiden voyage of the Titanic into a celebratory historical event instead of the disastrous maritime tragedy that we all read about in history class.
In fact, records show us that Captain Smith left the daunting task of dodging icebergs with his first officer William Murdoch that night as he retired to his quarters.
Historians and maritime experts are still scratching their heads today over other equally fateful decisions that Smith and his crew made that would seem intuitive now – but were not accomplished for whatever reason during that 1912 voyage. For instance, why didn’t Smith simply change the ship’s course altogether or at least reduce the ship’s top speed of 22.5 knots at a minimum.
Here’s one: why didn’t Smith’s two lookouts in the Titanic’s crow’s nest have binoculars with them early that morning? Would something as simple as possessing “better optics” in the crow’s nest have given Murdoch enough of a warning and lead to avoid the fatal iceberg? Who knows? But again, these are [seemingly] small disciplines, that could have significantly changed the outcome of the Titanic’s voyage at 2:20 a.m.
Similarly, many aren’t aware that captain Smith waited an entire 20 minutes after his ship hit the iceberg before he finally directed his wireless operators on board to send out distress calls to nearby vessels.
That means that the next time you sit down and watch an episode of The Big Bang Theory, it would have taken captain Smith almost the entirety of the program before he decided to let anyone know he was in deep trouble. The tragic fate of the Titanic was unfortunately facilitated by several [cumulative] missed opportunities and leadership failures.
Doing the Small, Boring, Repeatable, Things Everyday is Vital to Effective Military Operations.
The United States military is not a perfect institution, but it sure as heck is the best in the world by a long shot. And that’s all that really counts on the battlefield at the end of the day. One of the premier attributes of our military leadership enterprise, is its ability to dissect, examine and perform academic autopsies on military accidents, mishaps, or operational miscalculations … and in turn, build digestible lessons learned opportunities around them.
Why do you think there are [literally] checklists for almost every conceivable process or procedure in the armed forces? My basic training buddies used to joke that there had to be a comprehensive checklist in the Army for using toilet paper when you’re sitting on the “crapper.” And if there wasn’t one in print at the time … then there had to be some poor staff officer sitting down somewhere putting one together.
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Yes, there are about a million things in the world more exciting than running a pre-flight check on a F-15C fighter jet … but doing these critical “little” things could possibly prevent this lethal, $27.9 million aircraft from tragically falling out of the sky.
The 1994 Fairchild Air Force Base B-52 crash, the U.S. Army’s Ft. Hood shooting in 2009, and the USS John S. McCain’s collision with an oil tanker in the summer of 2017 … all serve as powerful lessons learned for our nation’s military leaders today. After a disastrous tragedy like the ones mentioned above; evaluators, investigators, or inspector general offices will typically examine every operational guidance publication, training module, management decision, equipping profile, and execution variable that could have possibly contributed to the accident or mishap.
We then use these lessons to help prevent similar occurrences in the future. Consequently, we rewrite lessons plans, readjust our training objectives, and yes … revisit our policies and checklists based on these historical events. That’s what professional organizations do. But in order to correct potentially harmful business or organizational practices in the future, leaders have to be incredibly transparent and painfully honest when examining their critical programs.
What Will the Devin Kelley Investigation Ultimately Tell Us About The Importance of Doing the Small Things Everyday?
Just days following the First Baptist Church shooting by former Air Force Airman, Devin Patrick Kelley, we’re finding out that Air Force law enforcement agencies failed to submit Kelley’s criminal history data to the appropriate federal databases as required by national and Department of Defense policy.
Again, a simple [small] thing to accomplish on the balance, but we now know the potentially hellish consequences of not alerting federal agencies of mentally and emotionally unstable individuals in a timely manner.
Could Kelley still have acquired a weapon even if the Air Force followed DoD guidance and reported Kelley’s required criminal background information to the FBI’s database? Possibly. But that’s not what’s being reported in the media right now. Right now, Don Lemon is talking about the U.S. military failing to “do the small things” — when it counts.
The ironic part of this story is that the Air Force actually has the highest criminal history data submission compliance rate out of all the services. Unfortunately, all it takes is one miss, one failed submission, and one lunatic in Texas to bring you and your organization under the national spotlight.
Invariably, the Department of the Air Force, the Department of Defense, FBI, and finally … Congress will closely examine the timeline of events that ultimately led Airman Kelley to carry a Ruger AR-556 rifle into a peaceful, quiet church outside of San Antonio, TX and take the lives of 25 (plus one unborn child) innocent Americans.
Inevitably, we will find out that people in critical and trusted positions of authority and responsibility, probably failed to follow DoD guidance and neglected to accomplish a series of small things that may be time consuming, boring, and tedious … but at the end of the day, could have [potentially] saved precious lives, and kept the U.S. Air Force off of the front page of the Washington Post.
Ensuring Your Organization is Taking Care of the Small Things.
As leaders and managers, this incident should force us all to stop … pause, and think about what small things or processes our teams may be “dialing in” on or just going through the motions procedurally, and not exercising the required attention and focus that it demands.
By Scott McGinnis | Goombay Tally | Share us on Linkedin
The 10 Best Leadership Lessons I Learned From My Worst Bosses
Written by Scott McGinnis (CEO, XGrunt Inc.) for Goombay Tally Blog | goombaytally.com | Business Leadership
When it comes to the study and practice of effective leadership principles — as a society, as students, and as management professionals, we all begin learning vital leadership lessons from our parents and from about the time we clumsily haul our Batman backpacks and lunch boxes to kindergarten.
In elementary school, we read how George Washington led his cold and battle-hardened Continental Army across the icy Delaware River on the night of December 25, 1776 during the American Revolutionary War. We also learn that this daring, tactically brilliant move ultimately defeated Johann Rall’s troops and later went on to incite additional chaos and mayhem for Lord Cornwallis.
An innovative, unpredictable leader capitalizing on the element of surprise to disrupt the enemy.
Bulldog leaders like Winston Churchill shepherded an entire nation through a devastating and costly war while reminding its citizens to stay calm, focused and resilient until victory was ultimately achieved.
Developing case studies on leadership based on the life of George Washington, Winston Churchill, Ulysses S. Grant, Colin Powell, John F. Kennedy etc. are easy. These were men who changed the matrix of leadership development and exploration through their sheer personalities, circumstances, character, and grit.
But I submit to you that as leaders, we can easily miss valuable professional development insights by not adequately analyzing “failed leaders” either in history, or in our workplace. Young and aspiring workers, soldiers, and business students can gleam just as much knowledge about effective leadership from a horrible supervisor or manager as they can from a top-tier, Harvard, Yale, or West Point-educated CEO who runs a successful Fortune 500 corporation.
Most of us have nuanced stories about the best supervisors we’ve worked for … and if asked, could easily identify the very traits that made them a “great leader.”
- They take care of their employees or soldiers
- They are wicked smart
- They are technically and tactically proficient in their jobs
- They are incredibly detailed oriented and had a near-photographic memory
- They tell us what to do but never micro-managed us by telling us how to do it
- They are tough, but fair
- They take the time to learn a little about our families and interests
- They are not only great supervisors, but were great mentors and teachers
And the list continues.
Conversely, I would guess that if you asked the same people to list traits of the absolute worst bosses or supervisors that they’ve ever had, they could write a list that’s as equally intricate and just as long.
However, the trick is to take these defeating or negative traits that you’ve experienced with you worst boss, and apply the inverse variable to them. That’s where you’ll find your leadership lesson in that instance. Much like playing an old Beatles reel-to-reel backwards and finding the hidden and embedded message.
To be more specific … most of the time you will only need to add the word, “don’t” in front of the trait or characteristic of a bad boss and you have just listed an equally powerful leadership lesson. For example, one of my worst bosses made it a habit to mercilessly berate subordinates in public.
Your leadership lesson:
Good leaders don’t berate their subordinates in public … instead, they correct them in private.
In that spirit, and in that tone … here’s the 10 best leadership lessons I personally learned from my worst bosses:
1. My Worst Boss Mercilessly Berated Subordinates in Public and Made Them Feel Like Complete Sh*t.
Good leaders praise in public and correct in private. The only thing you achieve by ripping an employee “a new one” in front of their peers is widespread resentment against you and the organization and fear … not respect. Yes, some employees will need a “coming to Jesus” moment from time to time to correct poor performance or to discuss mistakes. However, this is best done with composure, dignity and away from the public square. Good bosses remember how it felt to be an entry-level employee and treat their team accordingly.
2. My Worst Boss Spent the Balance of His Time in The Office Answering Emails Instead of Engaging With His Employees.
Good leaders (deliberately) set aside time on their weekly calendar to visit with their employees on the floor or in their workplace. They know that in order to understand how their company truly operates “under the hood,” they have to actually spend time learning from the very employees who know the inner workings of the system best. These are the people who have to pull up their sleeves and actually implement the tasks, orders, or directives that the boss promulgates every day. If there is an issue with a program, these are the people who can explain to you why it’s problematic, and in many cases — how to fix it.
3. My Worst Boss Micro-Managed Everything and Everybody.
Good leaders trust their employees enough to tell them what task needs to be accomplished, but allow them the respect and flexibility to use their God-given skills and creativity to figure out how to do it. Micromanagers inevitably drain their organizations of innovation, creativity, and energy over time. Thus, employees begin to realize that their opinions are not welcomed, their decision-making skills aren’t appreciated, and their efforts are not recognized. Moreover, micromanagers will absolutely suck the morale out of a military unit, company, or corporation quicker than you can say “I want a transfer outta here please…”
4. My Worst Boss Worked Us To Death and Never Recognized Hard-Working and Dedicated Teams and Employees.
Good leaders figure out ways to create unique opportunities to recognize their people. The quickest way to kill morale in an organization is to treat your team like indentured servants while never taking the time to put them in for quarterly or annual awards. Most employees don’t ask for more than just to be told that they are doing a good job and will have the opportunity to increase their professional stock in the future. Good leaders know how to exploit this desire and ensure that the entire company knows that “Sally from Accounting” does an awesome job managing their accounts and has saved the company over $1.5 million dollars over the past year. Rest assure … this simple act will motivate Sally to give you her very best every day and make her feel like a valued employee. Yep … I get it … that bonus money won’t hurt either right?
5. My Worst Boss Bred a Culture of Distrust, Secrecy, Exclusiveness, Cliques, and Favoritism.
Good bosses are fair and honest brokers that make it a habit of discussing company issues, and problems, with management and employees in an open and transparent environment. My worst boss constantly held secrets, normalized closed door meetings in his office to discuss and badmouth upper management or other employees. My worst boss would also appear to have her “favorites” who seemingly always had her ear and attention, while other employees were all but ignored or marginalized. Worst yet, the organization’s “golden kids,” (as we would refer to them) always seemed to be very attractive males or females. If you want to destroy morale in the workplace and cause your hard workers to jump ship … cultivate a matrix of cliques and favoritism … then watch jealously and hatred eventually bring down the proverbial ship like Titanic into the North Atlantic Ocean.
6. My Worst Boss Didn’t Care About Employee Family Life, Off-time, and Morale.
Good bosses understand the impact that healthy family relationships have on employee productivity, morale, and general happiness. Also, good bosses demand mission accomplishment, but they also know that employees will be more productive when they are given the flexibility to do their jobs, while enjoying and nurturing their family life at the same time. My worst boss occasionally worked us on the weekends, even if the tasks could’ve been handled on Monday morning without missing any deadlines or without any negative operational consequences.
7. My Worst Boss Never Took the Time to Mentor Us.
Good bosses are not only good supervisors and managers, they are also great mentors. Good bosses invest time and energy into your professional and personal development. They help you “road map” a five, ten, and twenty year plan as a professional, and will give you meaningful advice on where they believe you should be within those phased periods of your life. Good bosses also sit you down and give you honest feedback when you screw up. My worst boss rarely addressed an issue with employees face-to-face … they just complained about the action to other managers or employees … or talked about them behind closed doors. Worst yet, some employees in our organization wouldn’t know that their work was sub-par until they received their written performance evaluation later.
8. My Worst Boss Led From Behind – Not From The Front.
Good bosses don’t just give orders or distribute tasks in the workplace from their safe and comfortable offices; they take a lead role in ensuring that the company’s goals, objectives, tasks, and orders have a fighting chance for success. Sometimes leaders have to prep the battlefield or create the best possible business ecosystem for their employees to thrive and succeed in their efforts. My worst boss consistently failed to follow up on programs or tasks that were administered from higher headquarters or corporate, but were the the first to reprimand the owning project managers when timelines were busted and the regional directors came looking for answers or complained about the inaction.
9. My Worst Boss Was Uninspiring and Lacked the Ability to Motivate Employees.
Good bosses have the ability to motivate and drive their employees to accomplish things that none of them would be able to achieve individually. Also, good leaders have the ability to build teams and utilize every members’ individual talents and skills to get the job done. Phenomenal leaders also ensure that even the most junior or weakest employee has “skin in the game” and uses each project or endeavor as a learning and building experience for them. My worst boss was a “wet noodle” and generally devoid of that spark that makes employees, soldiers, and managers want to follow them into battle.
10. My Worst Boss Expected Professionalism From Us … But Didn’t Demonstrate It Himself.
Good leaders set the example and “walk the walk” when it comes to professionalism on the job. Additionally, good leaders will not tell their employees to do something (or not to do something) that they aren’t capable of demonstrating every day on the job. Anything less, just makes you a hypocrite and to some extent … a fraud. Employees won’t say it to their face, but rest assure that they will be the butt of the joke after work in social settings and at the bar. Furthermore, a supervisor who doesn’t live by the established standards of professionalism on the job, loses all credibility [and standing] if an employee has to be reprimanded or even fired for similar actions in the future.
Good luck out there my friends. Be fearless.
Written by Scott McGinnis for Goombay Tally Blog
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These 15 Strategies Will Earn You “All-Star” Status in The Workplace.
Written by Scott McGinnis for Goombay Tally Blog | www.goombaytally.com | Business Leadership Strategies
Newsflash: The same economy that sustained and propelled our parents and grandparents doesn’t exist anymore. That economic paradigm where “Paw Paw” graduated from high school (or not) and walked into the factory on the east side of down, asked “Nana” for her hand in marriage, dropped about 7 kids and supported an entire family comfortably on one salary? Yep, it’s gone.
Fast-forward the clock to today … the economy that you and I are experiencing right now sees young, educated college graduates … from really good schools … hanging out in mom’s basement, wordsmithing their resumes for the fifth time in a week and hoping for at least one solitary phone call for an interview out of the 35 applications that they submitted that week.
Moreover, many college graduates are making caramel mochas with whipped cream and iced coffees at the local Starbucks down the road that they used to hang out in as a student studying for finals. The irony is both deafening and depressing.
I believe a reasonable percentage of college grads will eventually find that job or position that sort of challenges them intellectually and professionally, but once they get that interview and subsequent job offer … the question is: now that we’ve escaped mom’s basement (and dad’s critical glare of condemnation), how do I galvanize my value as an employee to keep myself out of the unemployment line and off of mom’s couch in the future?
Additionally, if my boss was told that he had to let two people go next week, what have I been doing since I arrived here to ensure that my name never comes up for serious consideration?
Obviously, the trick is to start planning your teflon performance strategy on day one in your workplace so if you ever find yourself in a potential layoff situation, you know that you’ve done everything you can do within your power and capability to prove your worth to your company.
You have to prove to your company or organization that you are not only a valuable new recruit, but that you have the potential for being an invaluable future leader within the organization that they need to invest in by grooming and polishing for bigger and better things beyond your entry-level skill-set.
Will layoffs happen regardless of how hard and industrious you are on the job? Of course they will — “shift happens” and there are always financial and human capital decisions that have to be made that are above our pay grade and out of our direct control.
But that doesn’t matter right now. Right now, you need to ensure that you set yourself light-years ahead of your peers by developing a work ethic and attitude that keeps your name and face constantly reverberating through the upper management suites and offices with the breathtaking view of the city.
The good news?
You will find in many instances that it may not be that hard to set yourself apart from the pack in your workplace.
Many new employees come into the workplace with a strategy of keeping quiet, inconspicuous, and just staying out of trouble. And let’s be honest … some employees are just there for the paycheck. These employees are easy to identify:
The “Meh Employee” Key Indicators
- They arrive to work either just on time or “unfashionably” late everyday
- They just do the very minimum to get the job done and never go above and beyond the customer’s expectations
- They never volunteer for anything – that’s seen as being a “brown-noser or sell-out”
- They never network or collaborate with their peers on anything outside of obligatory job tasks
- They fear change, growth, and innovation as much as cats fear cucumbers
I could list many more characteristics of the Meh employee but I think you get the point: Point being: setting yourself apart in the workplace isn’t really as difficult as you think. But it does require hard work, heads-up cognizance of opportunities, and Rocky Balboa-style perseverance.
http://www.thesilverjar.comTry these tactics right now — don’t wait until next week:
The 15 Strategies Will Earn You “All-Star” Status in The Workplace.
Set Your Watch 10 Minutes Ahead and Never Be Late For Anything … Ever!
Repeat after me … “I will never be late for a meeting….ever.” When you can’t get to a meeting on time, your supervisor will naturally wonder what other things you are failing to do within the organization when they don’t see you. Even if a person is a mediocre employee … if they can at least consistently show up on time … they can hide a multitude of weaknesses in other areas. Don’t let these people outpace you on the job over something so simple as showing up to a conference room when you’re supposed to. Additionally, when supervisors and co-workers consistently see that you are the first one to arrive at meetings and scheduled events, they begin to realize that you mean business and this instantly identifies you as a strong and reliable employee.
Volunteer for Everything You Can Until You’ve Established a Solid Reputation of Dedication to the Company:
Remember that most of your co-workers have been brain-washed to think that you should never volunteer for anything because mediocre people in their past have convinced them that volunteerism makes you “square,” a nerd, a brown-noser, a kiss-ass etc. Throw that mentality out the window now. This is the mentality of the lazy. And by the way … these will be the same people who are sweating rain buckets when they find out that management has to make layoffs. Don’t follow their lead. It will lead to a life of missed opportunities and woeful underachievement.
“Under Promise” and “Over Deliver” on Everything:
Do you remember the time when your parents took you to McDonalds as a kid and you carefully opened up the bag to grab your hamburger and fries, only to also find two warm onion rings sitting in the carton or in the bottom of the bag? Do you remember how you felt? You didn’t order onion rings with your fries, but one of the McDonalds employees kindly (or accidentally) threw in a few extras for you to nibble on without you asking for it and at no additional cost. Well, in the business world, people love that experience of extra value too. Build your personal brand recognition by being the employee who goes beyond what the customer or supervision asks them to do and deliver that extra onion ring. You’ll quickly see that people will climb over themselves to seek you out personally because they know that you are giving them premium service every time. All the time.
Within the next 30 Days – Establish a Relationship with At Least Three People Outside of Your Company that Either Support, Are Supported By, or Collaborate with It:
Establishing professional relationships outside of your organization will help you expand your perspective and will readjust your vantage point. This tactic will also give you insight into ways to improve your organization’s processes and planning strategies. You will then be equipped to bring solutions to your supervisor because you are thinking outside of the corporate stove-pipes and exploiting information that many employees aren’t aware of.
Frequently Ask Your Boss What His or Her Biggest Pain Point Is …Then Make That Your #1 Priority to Solve:
In some organizations, you will know immediately or intuitively what your boss’s immediate pain points are. They will be screaming about it every opportunity they get and you will hear it discussed in the board-room every week. However, some of you may work in companies where those variables simply aren’t that apparent because of the complexity of business dynamics or because of where you or your skill-set stands in the office hierarchy. This is when you have to take the initiative and ask your boss what causes him or her the most headaches on the job and prevents the team from completing their objectives. This question will accomplish two things: first it will tell your supervisor that you are genuinely concerned about helping him or her do their job better, and two: it shows your supervisor that you really get it. You understand why they hired you in the first place – to get the job done through smart analysis of how the organization efficiently accomplishes mission objectives and handles challenges.
Find Out What Your Boss’s Bosses’ Priorities Are:
One of the best supervisors I’ve ever worked for gave me some of the most valuable business advice years ago when he told me that if I quickly learn what my boss’s bosses’ priorities are … then I automatically know what my workplace priorities should be. Think about it … if your supervisor’s boss sees that his priorities are being satisfactorily managed and that his or her objectives are being met, (or exceeded) then your boss is (by definition) doing their job. That’s a good thing. In turn, how do you think your boss will feel about your work performance when she isn’t taking heat from her boss for not taking care of their key priorities. Exactly.
Create a Spreadsheet or Calendar With All Your Co-Worker’s Birthdays Listed.
Want to create a personal support system of people who are all willing to do anything for you whenever you need it? Show your co-workers that you can remember something special like their birthday by giving everyone a birthday card on their special day. Also, say congratulations on the birth of their newborn with a card, send your condolences on the loss of their mother with a card and flowers, and always congratulate co-workers when they get a promotion. This act of thoughtfulness and kindness helps to set you apart from others — especially in a day and age when people are self-absorbed and caught up in their own lives and Facebook accounts. In turn, how hard do you think it will be to solicit their help or dial in a favor now and then when you need it in the future? You guessed it.
Never Bring a Problem to Your Boss Without Presenting a Viable Solution Along With It.
There is probably nothing more annoying to a supervisor than an employee who is an expert at explaining problems or issues within the organization but then turns around and walks out of the office without any substantive solutions to counter these obstacles. You need to develop a habit of discussing problems with your supervisor — along with recommendations for solving it in the following breath. This tells your boss that you are an employee that doesn’t just dump the bag of horse crap on his desk and leaves it for him or her to sort through on their own … this also shows your boss that you are an employee who can conceivably serve as a future supervisor as well … hint, hint. Anyone can rattle off a bunch of problems or challenges to another person — heck, your children and radio talk show hosts make a living out of doing that right? But it takes a critical thinker and leader to come up with a solid battle plan to help resolve them.
Identify The Root Cause of a Problem Afflicting Your Company or Organization and Kill It.
Want to know the quickest way to be a hero within your company? Find the one problem that upper management has been wrestling with for years and come up with some well thought out, well researched solutions moving forward. Remember, most of your co-workers will just be doing the zombie office thing and slugging into the office in the morning, hanging around the coffee pot throughout the day, and punching the clock in the evening to head home or to the bar. You’re better than that. You will put in the extra hours and collaborate with like-minded employees to fix limiting issues within the organization. That’s what supervisors look for in future leaders.
Don’t Be Intimidated By Fast-Burners in Your Company… Instead, See Them As Learning Opportunities Instead of A Threat:
Every organization has the guy or gal who seems to just fly at a higher altitude in terms of general intellect, work ethic, energy, skill level, leadership ability, etc. Instead of seeing these “marvels of the workplace” as enemies or threats … see them as an opportunity to learn and expand your own skill-sets. Most professional overachievers will be more than happy to share their “secrets of success” with you if you ask them. That guy in your office who is an absolute wizard at creating jaw-dropping spreadsheets, can probably show you two simple Excel spreadsheet tricks today that will impact your immediate team’s projects in a truly meaningful way, while impressing your boss at the same time. Hating on “Jerry” and “throwing shade” because you suck at Excel and avoiding him produces nothing positive for you. But collaborating with Jerry may gain you knowledge and a new skill. You choose.
Find Out What Your Organization’s Critical Tasks Are and Learn to Do Them.
Every office, organization, company, corporation, and military unit has a set of critical tasks that are vital to mission accomplishment, and in many ways, defines success or failure for the entire team or service. Ask a F-15E pilot if he or she thinks they are specifically trained to accomplish a critical task for the United States Air Force. You need to find the key, critical tasks that have to be completed every time and in the right way in your organization and attempt to learn how to do those tasks. Grant it, some of these tasks may require special certifications, education, and skill-sets … if those variables are within the realm of the achievable … figure out a way to complete it. Even inquire into whether your company would be willing to pay for that requisite certification, masters degree, or course … if not, decide if it is worth digging into your own pocket to finance yourself. Why? Well … part of setting yourself apart from your peers involves possessing rare skill-sets that are critical to the organization’s survival. Here’s the truth: everyone has an important job … but some jobs are so important that there is a plausible risk of sinking the entire company if that that job isn’t done correctly and with steadfast precision. That’s the responsibility you really want to be apart of and learn.
Find Out Who Your Company’s Stakeholders Are and Become A Recognizable Asset to Them.
Your organization’s stakeholders are simply entities with a special interest or concern in your company’s product, activities, or services. These are your customers and investors. These are also people that will ultimately determine the success or failure of your company. You need to identify who your organization’s stakeholders are and ensure that all of their expectations are met and exceeded on a daily basis. If their expectations are not being met, you have to discover why not – and fix it immediately. This level or professional “hustle” and due diligence will not only get you noticed quickly, but will gain you positive attention with corporate.
Never Bad Mouth Your Boss or Your Co-Workers:
Get into the habit of never gossiping in the workplace about your management or co-workers. Gossiping is a cancer that eventually brings down the organization and infuses mistrust and disloyalty into the team. Additionally, the person you engage with during a gossiping session about “Susie in Marketing” or the boss, will be the same person who spreads ill-will about you when you make a mistake or when the chips are down. Furthermore, the toxic office environment that is polluted with gossiping and back-stabbing will eventually impact sales, mission accomplishment, organizational objectives, and of course, morale. You don’t want to be a part of, or even associated with the inevitable Titanic scenario that will invariably ensue. If there are true office problems that need to be addressed, always discuss them face-to-face with your supervision and keep everything above board.
Become The “Go-To” Person For Your Office:
Everyone has that one person in the workplace who everyone goes to for technical, program, or service questions. In fact, you’ve noticed that this guy or gal is so important to your daily work activity, that his or her absence is felt immediately when they are not there. Thrive to be that person in your office or workplace. If you are new to the company – find out who these people are and more importantly, figure out the skills or knowledge that makes them the “go-to” guy. (follow #11 above)
Never Upstage Your Boss In Public – Always Make Them Look Good:
Good supervisors will always create and look for opportunities for you to grow and develop within the organization and your profession. With that said … allow them to elevate your standing within the company over time and as a direct consequence of your hard work and dedication. Never attempt to take a short-cut up the success ladder by upstaging them in front of their boss or the rest of the team. This rarely ends well for those that attempt this. Instead, be a team player who ensures that the “head coach” receives their due credit during your successes and is well supported during times of failure and challenge. If you are taking care of the boss and other team members – you will get the right level of credit and reward that you have coming to you anyway. However, if your boss is clearly incompetent and should not be in a position of authority, continue to be the hard working, dedicated worker that you pledged to be during your initial job interview. Besides, the laws of business management and human capital will typically right-size those supervisory mismatches — much like a basketball coach ensuring that his average player isn’t guarding Stephen Curry on the court in a big game.
Oh … By The Way, Here’s Your “Onion Ring” … #16. Get It?
Make It Your Goal To Remember The First Name of Everyone You Formally Meet.
One of the most impressive senior officers that I’ve ever had the honor of working for during my active duty military time, was known all over the base for his innate ability to recall the names of not only everyone under his command, but literally everyone he met face-to-face. I actually witnessed this feat first hand one day after work as I was finishing up my last rep on the weight bench at the base fitness center. As I was about to clear the weights from the bar and wipe down the bench, I heard a deep, but friendly voice say hello, and call me by my rank and name. I turned around and was surprised to see that it was my group commander. Mind you, I had no idea that this full-bird Colonel even knew who I was, much less my name. Yes … a simple thing, but what an impact this ability has on subordinates, co-workers, and leadership. As a team member in the workplace … you have to add this tactic to your tool box if you’re going to set yourself apart from the pack. Not everyone is good at remembering names and job associations … that’s why you have to be the guy who walks into a leadership conference in Las Vegas and remembers everyone that you meet during the first break, because you understand the impact that this skill has on building strong business relationships and networking. Who do you think new acquaintances and potential clients are going to want to collaborate with in the future? Someone who takes the time to remember their name, or the guy who can’t even remember where they first met? Exactly.
Written by Scott McGinnis | Goombay Tally Blog / Facebook