Over your career, you will likely change jobs. If you are a team leader, a change in jobs probably means a change in teams as well. In an ideal world, you would get to handpick every person on your team to recruit only “A” players who work well together. When you move to a new team, you have to work with the team you are given and get the best out of them.
The dynamics of a family business are significantly different than in a general corporation. Most people don’t wake up next to the boss or sit down with the staff for Thanksgiving dinner.
Having lived in a family business for nearly 15 years, I understand the incredible high of successes as well as the challenges, fears and struggles. The pressure of building an established and trusted business, hiring internally, contracting externally, feeding the machine (marketing, making the phone ring, selling), questioning the direction of the business are often overwhelming.
Do you have protocols for answering your phone, for greeting visitors, for trouble calls? If you don’t, you should. Some things don’t need to be left up in the air.
Whoever a potential customer interacts with first, establishes the impression of your company in that person’s mind.
It’s estimated that “regular telecommuters will total 4.9 million by 2016.” In addition to that, some “50 million U.S. employees hold jobs that are telework compatible, although only 2.9 million consider home their primary place of work (2.3 percent of the workforce).”
A fundamental change in the workplace such as this one can have a profound impact on the economy and job market. But what is driving this trend and why should we be kosher with this latest development?
Here’s what we know. For profit companies develop a vision, strategic plan, execute it and grow. So why shouldn’t non-profit organizations do the same? At CURE Childhood Cancer, our mission is to fund research that will lead to a cure for children’s cancer in which 16,000 new cases are diagnosed each year. So while we don’t manufacture or service gadgets, our approach for driving up revenue is built on the same business model as a for-profit company, and it works. Over 9 years, we have grown 452% bringing passion and purpose to our goals of dispersing millions of dollars to medical research institutions and running innovative support programs to help patients and families facing the extraordinary challenges of childhood cancer.