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Are You a Green Thumb Leader?
Leaders have much in common in gardeners. They both must seed, feed, and weed. Eileen uses a garden as a metaphor to teach us how we must be aware of how the cycles of business affect our leaders and how they can use those cycles to benefit their employees and the bottom line.

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Is Your Mission Statement Written by Dilbert
There’s no more painful corporate ritual than the every-few-years mission statement revision. Here’s where a group of well-meaning people gather for several meetings, markers in hand, to torturously wordsmith themselves into agreement. Does this mission statement typically fire up everyone? Does it fire up anyone? The employees take the t-shirts home to their kids. The gold frames will be filed, roundly. There is no pulse-quickening. Instead, employees, customers, suppliers – everyone except execs and the authors themselves -- see the mission statement as vague, irrelevant, and disconnected from real work. The corporate Ginsu won’t even cut a tomato.
57 Varieties of Success: The HJ Heinz Company Takes Off
Heinz began his entrepreneurial ventures selling grated horseradish door to door, but he was soon moving on to bigger and better things. With the introduction of a new type of tomato ketchup, Heinz’s second business was off with a bang. The ketchup proved extremely popular on the market, and quickly became the company’s main focus. Heinz called the company “tomato-obsessed” and was soon the owner of the world’s largest tomato processor.

Finding Success in a Bottle: How Heinz Revolutionized an Industry
Heinz was called everything from the “Pickle King” to “tomato-obsessed,” but perhaps it was precisely this passion for produce that allowed Heinz to create one of the most successful US-based food companies in the world. How did this young boy who was destined to be a brick layer turn the tides around and become one of the most well-known names in corporate America?
Top 10 Tips to Stay in Control When Your Market Feels Out of Control
When the economy seems shaky, businesspeople feel shaky. Hysteria sets in and managers and CEOs run for cover, making panic moves that cause more problems than they solve. Paul Cherry shows how to avoid making costly errors by learning how to regain control by implementing his top ten tips.
Cost Control, Cost Reduction after you cherry pick; get serious about Productivity Improvement
Cherry pick, gather the low hanging fruit. That's good Cost Control advice, but then what? Especially if a double dip recession is upon us and cost reduction is paramount. To reach the next level of productivity improvement may be a bit harder, but the results can benefit your organization structurally over time. This article explains some actions and their value. For a deeper analysis, my Amazon book called Cost Reduction; Survive, Recover, Thrive offers actions for any phase of the economy, for all levels of the organization chart. It is listed on Amazon, search by the title please. It is available in a Kindle edition as well as paperback.

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