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Comfy 'Jammies and Warm Fuzzy Slippers
Change is tough because we are forced out of our comfort zone and made vulnerable. By understanding how your employees react to changes that are forced on them leaders will improve the success of their change initiatives. Develop a compelling vision, communicate it clearly and often, and let employees take you there.

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Increasing Your Company's Competitive Intelligence
The resources are likely within your reach to gather and distribute competitive intelligence throughout your organization if you desire to make this important for your organization. Smaller companies simply don’t devote enough attention to expanding their competitive intellectual capital, and this is a creative way to get more people involved in your strategic efforts and team build while maintaining some cost control. This article outlines a few ways to help get you started down the path to greater competitive intelligence across your entire firm.
Dangerous Supply Chain Myths (Part 6)
Segment 6 – Enablement of the Supply Management Organization: Balancing Capability with Control Enablement of the Supply Management Organization Although center-led organizations will continue to dominate for the next decade, as global operations become more complex, hybrid center-led models will begin to emerge to maximize value based upon the right mix of responsiveness and centralized control. Successful organizations will need to adopt and utilize appropriate supply chain technologies that integrate functional management and track appropriate metrics.
Just Because You Are Impatient Does NOT Mean I Have To Move Any Faster
Have we evolved into beings that have become so selfish and self absorbed that we have forgotten about our own self control? The ability to keep your mental, emotional and physical being, in check, requires self-control. The inability to do so is a sign that you are "out of control." When you easily lose your self control, you will most certainly fire off outbursts of anger, temper and blame on others.
What You Control
You may not be able to control if your job gets cut, but you can control whether you're a high performer who your boss is fighting to keep. You may not be able to control how quickly you get another job, but you can control the number of daily contacts you make in your search and how you "show up," future-focused, at the interview. You may not be able to control the amount of work you get, but you do control whether you're responding as a victim or taking action toward developing your skills and contacts for a new future.

Are you following a Sales Process?
If not, you are not only wasting your time, but you are also losing sales because of it. You think you are in control but in reality you are out of control. Have you ever been rejected? If your answer is yes, you have just proven that you are not in control of the sales process; however, the buyer is in control. Isn’t it your job and responsibility as a sales professional to qualify the prospects and to reject them if they are not qualified? Who is really qualifying? Who is really in control?
Strategic Thinking and Quick Reaction to New Information is the Key to Organizational Survival.
The future is unknowable, unpredictable and undetermined. However, many leaders and their organizations remain mesmerized by the Newtonian promise of control and certainty. This continued belief has taught us to do very little until the organization is absolutely certain they know what will happen in detail. When action is finally taken, the actions are taken as if the organizations truly can see the outcomes. This type of thinking needs to change if your organization is to survive.
Enlist Your Self Control and Achieve Even More
Self-control is defined as “control of oneself” or the “ability to master one's desires and impulses. Philosophically speaking self-control could be described as the exertion of one's own will. Psychologically, self-control usually refers to a person’s self-perception, belief system, as well as the ability to set boundaries on their own behavior. Among some scientific communities, the issue seems to be whether or not what we perceive as “normal” is truly an accurate setting to work with. Most people assume that self-control is healthier than impulsiveness. However, this has to be compared to each person’s value system – their community

The Top 3 Franchise Recruitment Mistakes and How to Avoid Making Them
In the current financial climate, many economic forces may be beyond your control. However, there are steps you can take to ensure your organization remains competitive and position your brand for further growth. Identifying your organization's strengths and weaknesses, as well as any opportunities and obstacles, can provide you with a renewed sense of control; bring you one step closer to reaching your expansion goals and help your organization emerge stronger. As an Attorney at Law and Founder of Franchise & Business Law Group, David L. Cahn, has seen first-hand how some commonly made mistakes can hinder a franchise organization’s development, while other strategies can fuel growth. Cahn shares his insights into some of the most common mistakes that franchisors make and offers strategies for overcoming the most prevalent pitfalls.
The Secret to Feeling in Control During Times of Change
For most of us, the thought of having control over life inconveniences seems like a great idea; wouldn’t it be great to control traffic, the weather, our family or neighbors? However, rather than actual control over our environment, what we really want is simply a sense of control, to feel like we’re on top of things. This can be achieved by choosing to accept challenges for what they are, setting a clear intention of what we need to do and finding the balance between our level of ability and the challenge presented. By learning to consciously reframe even the most chaotic situation, you’ll find that feeling “in control” is less about making life go according to plan, and more about your ability to focus on what you can control.
Assessing Our Ability to Influence Others
In our personal and leadership development workshops we often conduct a 'degrees of control' exercise. We ask participants to come up with examples in the following areas: 1. Direct Control; 2. Influence; and 3. No Control. While there's often lots of debate and not always full agreement, examples under No Control generally include things like the weather, the economy, natural disasters, freak accidents, and the like. Discussions about my degree of Direct Control usually boil down to just one thing - me. However, some autocratic people fool themselves into thinking they have direct control over their teams, kids, or people reporting to them. Many other people are quick to surrender to the Victimitis Virus and declare they have no control or even influence over the behavior of anyone else.
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