BizAdvice.org

A debate started, the other day, over whether or not employers should do credit checks to determine if an potential employee is worthy of having a job.  The reasoning for the checks was, if the employee can't manage their own financial affairs, how could they be trusted with a $10/hour job.

My opinion is that the checks should not be done because the employee is not paying to work at the company.  They are not making a purchase, at all, in fact.  So that means the persons credit and financial history is none of any ones business, mainly because the employer will simply look at the credit score and not any extenuating circumstances.  This is lazy management.

For any company that feels this policy is reasonable, I suggested that the management of the company be required to meet and exceed the credit criteria.  Senior executives need to maintain a 800 score for their entire tenure with the company or be immediately relieved of their responsibilities the moment the drop below that level.  Any supervisor needs to maintain a 700 score or be immediately fired the moment they go below that level.  

Senior executives should have to set and exceed the example they set, or choose hiring policies that concentrate on the employees skills, drive and ability to do the job.  The employees finances are none of any ones business

One of the classic stories about the art of negotiation was told by Art Linkletter himself.  Walt Disney approached Mr. Linkletter to host the opening day ceremonies of Disneyland in 1955, but said he had no money to pay Arts performance fee.

Art agreed to do the entire presentation for scale (the lowest pay any performer would accept), provided Walt would give him exclusive rights to sell Kodak film and cameras at Disneyland for the next ten years.  (At the time Art had a partnership with someone who sold Kodak products).  The deal was worth millions.

Negotiations of this kind depend on the value of the talent being brought to the table and the belief in that talent.  There are, of course, other factors that leverage the outcome, but the key is belief in the value of the talents, skills and drive brought to the negotiating table.

 ©2008 Moody Publishing Co.

By Fred Gleeck (to learn about upcoming events check out his Blog) 

Every so often, I redo my business plan. I start out by getting one of those LARGE Post-it Notes. The ones that are 3 feet by 2 feet or there abouts.

I then start brainstorming any revenue or potential revenue sources I can think of. Things that I'm currently doing and things I've been thinking of doing.

I write them all down on a big Post-it.

Then I re-write it dividing the items into different categories. I will then even do it a third time to put things in priority order.

Here are some of my categories:

Events:
http://www.PublicitySeminar.com (once or twice yearly)
http://www.PublishingSeminar.com (once or twice yrly)
http://www.InfoProductsSeminar.com (2 times yearly)
http://www.FredInfoBootcamp.com (4-6 times yearly)
http://www.TheSpeakingSchool.com (2 times yearly)

Speaking at Other People's events

Speak for Organizations, Associations

www.Mini Seminars.com

www.Lunch with Fred

www.FredHotseats

www.SpendTheDayWithFred.com

My SOFTWARE:

http://www.WebMarketingMagic.com

http://www.UltraCheapDomains.com

(Soon to be released membership software)

Products:

Client:  My Own, Select Partner

Coaching;  Group and Individual

Books

Teleseminars

Blogging

You Tube

PR - All opportunities

When I lay it out like this it allows me to see what I'm doing and where I should be concentrating my efforts.

Take the time and do the same for yourself.

By the way, I just finished recording a program with Bob Bly on Marketing Your Coaching Services.

If you missed that promo, again, use PayPal and send $77 to fredgleeck@gmail.com

The answer to the question in the headline is:  Whatever you can negotiate.

Some years ago a company ran two almost identical ads for copywriters.  The only real difference between the ads was the salary.  One said the job was worth $70,000 and the other ad quoted $20,000 - and for the same position.

They got less than a dozen applicants for the $70,000 job and over 300 applicants for the lower priced job.  

One applicant pushed the game one better by not only applying for the $70,000 job and asking to be named senior editor AND asking for 500,000 shares of stock, giving her an equity position in the company.  She got them by simply asking.  Some of her credentials helped, of course, but the real secret was that she believed in the value of her talent and her ability to contribute to the success of the company.

When she started the stock price was around $17 a share.  When she left the company and sold her stock it was worth about $25 a share. 

Her goals were two fold:  Contribute to the health of the company, adding value to the stock of the company so that she could retire from having to earn a living - she sold her shares for just over $12,000,000.

What are your talents and skills worth?  Whatever you can negotiate.

Another sunny day in Boise.  Over the past couple of weeks I have been toying with the idea of moving back to Port Orchard, Washington.  I'm still toying.

The house we sold five years ago for $125,000 is now on the market for $195,000.  The agent thinks they can get it.  We'll be very Zen about this and say - we'll see.    I offered $185,000 and they said no.  

I told the agent that if the house is still on the market in a month or so, we might make another offer.  The home is surrounded by trees and at night, except for a few bears, wildcats and deer, it is very quiet.

For the moment, though, I'm enjoying my life in Boise and developing an interest in penny stocks.  I'm not sure where this interest will take me, but I'm willing to take the journey, because, at 60 I need to find something to keep me focused for the next 20 years or so.  I have no intention of retiring from life or living.  

 ©2008 Moody Publishing Co.

I updated the bookstore with books on penny stock investing.  I am starting to research them as a possible investment vehicle.  While penny stocks can be volatile, they can also be extremely profitable when managed effectively.  

Just like poker, there are four keys to successful penny stock investing:

Research:  Learn to "read the table" by researching the product, the demand for the product, the social and political forces that will influence the marketplace and your own tolerance for risk.  Get as clear a picture of the potential investment as you can.

(In poker you make some quick calculations about the cards you have to determine if you have the best hand possible, then you read the attitudes of the players at the table to determine your tolerance for risk in each hand).

Planning:  Develop a plan that determines your entry and exit strategy and systematically produces consistent, measurable results. 

(In poker the goal is to focus on the game, not the pretty girls walking by.  The fun comes later.  Concentrate on where you are, what you are doing, and why you are doing it).

Execution:  Act based on a consistent course of action.  While your emotions and anxieties will play a part in your choices, concentrate on creating consistent results over time.  In short, play your own game and become your own expert.

Money Management:  Manage your financial resources to enter the game at the lowest risk possible with the greatest profit potential you can create.  Pay yourself from the profits (say 50% in the beginning) and use the rest to stay in the game.  The real goal is to become financially independent within 2 to 3 years.

Need more information?  Read some of the books I've recommended and begin to chart your own course to financial independence.

By Fred Gleeck (to learn about upcoming events check out his Blog)

As a member of the National Speakers Association for many years I would consider myself a member of the speaking "industry."

I have met a lot of great folks who I call friends. I've also met a lot of folks who are pretty "corporate."

They hate to take chances and behave (many of them) like they still work for a major corporation.

I don't think my next statement is an opinion:

True change and innovation takes place only when individuals, organizations and associations are willing to take RISKS.

I remember a conversation I had a number of years back with someone who became a BIGshot in  N.S.A.

I told them about something that I was thinking about doing at one of my events.

His response?

"Be careful, you better test that one first."

This is the same individual who speaks and

writes on the topic of innovations and leadership, among other things.

INTERESTING and RIDICULOUS.

Most people refuse to take risks because they don't want to "rock the boat."

This is the epitome of being NON entrepreneurial.  Another topic this individual frequently talks about.

The problem, of course is when you rock the boat, you sometimes get knocked around or even knocked OFF the boat.

I think the risks entailed with NOT rocking the boat are far bigger. Stagnation.

People are also concerned about how others will FEEL. This is a good thing in some ways but also prevents the HONEST exchange of ideas and criticism.

I never finished a critique of the last event I went to hosted by "MY" organization. Frankly, I was tired and disgusted by hierarchy not being willing to listen to sincere criticism.

In a conversation I had with a former president of N.S.A.  I discussed how I felt. The individual I lunched with suggested I do NOT stop doing what I was doing.  The person agreed that honest feedback and even criticism was necessary for "them" to hear.

Since I have not been told I can reveal the name of the person I feel it would be inappropriate for me to name names.

As long as an organization continues to DELUDE itself with self-praise and self-adulation, no real, substantial change can take place.

I submit that N.S.A. is attempting to make some needed changes but unfortunately is still caught in the rut of  trying to make sure that no one's feelings are hurt by honest critique.

The problem is that organization's that adopt this philosophy do not grow or change.

It's a pity, but it's true.