Nine Leadership Lessons & Quotes from Truett Cathy, Founder of Chick-fil-A

by Casey Slide

People everywhere love Chick-fil-A, especially where I live, in the suburbs of Atlanta. If we have an occasion to go out to a fast food restaurant for a quick bite to eat, we always go to our local Chick-fil-A. Lunch-goers flock to the restaurant, and the drive-through line makes a complete loop around the building. No matter what time of day I visit Chick-fil-A, the restaurant always seems packed full of customers. In addition to delicious food, Chick-fil-A has become and remained so popular among young and old for a variety of reasons. I believe the roots of the company go a lot deeper than fancy cut fries. This company has a rock-solid foundation in its core values, emulated every time you step inside its restaurant doors. How did Chick-fil-A become so successful and so well-loved? The answer lies with its founder, Truett Cathy, and his truly inspirational leadership. Who exactly is Truett Cathy, and what can we learn from him about leadership?

Who Is Truett Cathy? Truett Cathy is the founder and chairman of Chick-fil-A, the country’s second-largest chicken quick-service restaurant chain, based on annual sales. After growing up in poverty and working hard to help support his family, Cathy opened his first restaurant with his brother in 1946. The Atlanta-area restaurant, called the Dwarf Grill, was later renamed the Dwarf House. As his restaurant grew in popularity, Cathy opened his first Chick-fil-A in 1967 in Atlanta. From there, Chick-fil-A has grown to nearly 1,500 restaurants in 39 states. In addition to Cathy’s natural entrepreneurial and leadership abilities, Cathy is a man of faith and wisdom and has formed a service-oriented business. This has led him to have some out-of-the-ordinary business practices, such as closing on Sunday and choosing high-quality and high-character franchise owners and employees. Cathy has strived to serve the community as well as young people, as evidenced through his scholarship programs. Truett Cathy is the author of several books, including Eat Mor Chikin: Inspire More People.

Leadership Lessons from Truett Cathy Through the life and leadership of Truett Cathy, we can learn how to have entrepreneurial success. By following these leadership lessons observed in the life of Cathy, we can achieve a more satisfying life and career ourselves. Here are nine leadership lessons to try to live by:

1. Second Mile Is Second Nature
This customer service concept applies to our professional lives, too. Many companies go the first mile to provide good customer service, but going the second mile indicates an effort to do something extra special. Examples of going the second mile include pulling the chair out for a pregnant woman or refilling a customer’s drink at a quick-service restaurant. Chick-fil-A sought to make the second mile second nature, meaning the company taught employees that they should employ these “extra special” services automatically, instead of something they do every now and then. Honestly, I can’t remember going to a Chick-fil-A where they did not have someone walking around refilling drinks and bringing customers extra napkins. The company founder embedded this practice into the company culture, a real example of how to live a life of stewardship. “Being in the food business, you have to remember to do each and every thing right, every time.”

2. Manage Your Household
Cathy has been married for over 60 years. He emphasizes always improving your marriage and never giving up on your relationship. He believes that if you have problems in your marriage or in your household, your problems directly reflect how you run a business. Your family should always come before your business, and if you do not take care of your family, your business suffers. This also explains in part why Cathy decided to stay closed on Sundays. He believes families need Sunday to spend time together, and his restaurants do better because his employees work harder for him the rest of the week, and arrive on Monday refreshed for the new week. Happy employees mean happy customers. “You have to be very careful about what you say. More importantly, you have to be very careful about what you do. You never know how or when you influence people – especially children.”

3. Perseverance
 Truett Cathy took a huge step in the restaurant business by opening his second restaurant location, which burned down. However, instead of filing for bankruptcy because he didn’t have his restaurant properly insured, he put up tents with grills and continued to serve customers next to the destroyed building until he was able to pay for repairs. Cathy has perseverance, and the will to never give up, even when the worst happens. Many people might give up after such a devastating loss, but a true leader never gives up just because challenges present themselves. “No goal is too high if we climb with care and confidence.”

4. Remember Your Roots
Cathy believes that growing up in poverty was a blessing. He never takes his wealth for granted and he understands “small town America.” Living in poverty taught him life lessons that he could not have otherwise learned if he had a comfortable childhood. Cathy worked hard to achieve his success, and he can relate to those who now face poverty. As he relates to others, and others relate to him as well. You have to be relatable to lead, and to expect people to follow. “As a kid, I can’t remember having anything to play with except a loose tooth. And that wasn’t mine. It was my brother’s.”

5. Hard Work
When Cathy was a young man, his family opened up their home to boarders, to bring in more income (i.e. renting out a room in your house). At times, their home was home to eight boarders along with his family of nine. During that time, Cathy learned the value of hard work as he helped his family serve those staying in their home. Cathy knew how to work hard, and he knew the benefits of hard work. He continued to work as he opened his restaurants and led his company into expansion and profitability. Fact: Chick-fil-A has a policy that Cathy descendants must work for two years outside of the family business before they can work in the family business. The family doesn’t want their kids assuming that they automatically have a job with Chick-fil-A. They want their children to experience what every other college graduate experiences: finding a job on their own. “It is when we stop doing our best work that our enthusiasm for the job wanes. We must motivate ourselves to do our very best, and by our example lead others to do their best as well.”

6. Learning Ability
Your capacity to learn is more important than what you already know. Cathy freely admits he wasn’t the best student in school. In fact, he even fell behind. None of that mattered to him because he wanted to work hard and continue to learn. Leaders need to embrace a continual state of learning for self-improvement, and to develop new technologies, theories, and thinking. “I wasn’t all that bright. I had difficulty keeping up in class and I had always carried with me a bit of an inferiority complex regarding socializing at school and I never felt confident about dating girls. But I enjoyed my work and I enjoyed the rewards of working. As I read Mr. Hill’s book, I realized I could do anything if I wanted it badly enough. His words motivated me and showed me that I live in a do-it-yourself world.”

7. Respect for Others
Just like people want to go to Chick-fil-A to eat, people want to follow Cathy. He had a great respect for others, evidenced in his service-oriented methodologies as well as in his success. If you respect others, others respect you. You must have the respect of those you lead in order to be a successful leader. “Loyalty of your people is a key to most any business success.”

8. Discipline
Many aspects of Chick-fil-A embody Cathy’s beliefs about discipline. Chick-fil-A’s are closed on Sundays. In the fast-paced society in which we live, it takes discipline to slow down one day every week, and it also takes discipline to sacrifice potential earnings one day every week. Chick-fil-A’s menu also demonstrates Cathy’s discipline. Chick-fil-A has one of the healthier menus when compared to other quick-service restaurants. It takes discipline to eat healthy and live a healthy lifestyle, but leaders make that sacrifice for their benefit and the benefit of others. “Why do we close on Sunday? Well, it started back in 1946 when I opened my first restaurant, a 24-hour coffee shop called The Dwarf Grill. After the first week, I determined that if it took seven days a week to make a living, I should be in some other business. Too, it was my conscience that I had to live with; I just never could come to the idea of dealing with money on the Lord’s Day. I became a Christian at age 12; that’s not to say that everything I’ve done since that time is becoming to a Christian, but I believe the Lord had blessed us because we recognize Him on this special day we call Sunday.”

9. Faith
Faith was at the root of everything that Truett Cathy did. His faith led him to make good decisions for his company and his employees. His faith led him to respect families and to keep the restaurants closed on Sundays. His faith led him to pipe Christian music into the restaurants, and to give his money and resources to many deserving students and young people. Draw from your faith as a way to bring out the best in yourself and your leadership skills. “I believe that you can combine biblical principles and good business practices. I testified before Congress…on how to be honest and successful at the same time.” Final Word If you apply these nine principles to your career and professional life, you can succeed because you put yourself aside and others in front of you. Many people still wrongly believe that they must only look out for themselves in order to succeed and get ahead in their careers. Truett Cathy provides a living example of succeeding by contributing to the success of others, personally and professionally. Follow Cathy’s example of leadership and service to others to find success and satisfaction in your life. What are some of the most important leadership lessons that you can take away from Truett Cathy’s example?

http://daniel-j-stone.blogspot.com (C) 2009-12

Requester and Promiser Relationship

A request is a specific action. The requester must specify when the deadline is for the action. There should be no unbounded requests. The promiser is the person receiving the request. The promiser can accept, decline, clarify, or negotiate. The requester helps the promiser succeed. The promiser helps the requester succeed. The requester needs to be honest with his or herself that the promiser can carry out the specific action. The promiser needs to be honest when asked to carry out a specific action before accepting responsibility. By following this format, the requester and promiser share accountability 100%.

  What happens when the requester goes to the promiser and the promiser cannot produce desired results? The requester goes elsewhere. Are you your organization’s “go-to” person or the person that is hidden from the outside? Do you hide from the outside or do you step out to rise to the occasion? Also, are you the promiser who complains that the requester is too demanding? If it takes more than one time for the promiser to accept the request, then the requester has every right to call on another promiser. If the requester can't go to another promiser, then your department will be the one that is hidden from the outside. Wallflowers may be nice at the dance hall back in high school, but the "go-to" people in the business world are the ones that have job security and get the raise or bonus.

http://daniel-j-stone.blogspot.com (C) 2009-12

TOEIC: Why It's Bigger than Ever in Japan

 

Japan was the country where TOEIC tests were first administered and have always been widely used there. Now, however, the world's leading test of English for daily and workplace use is soaring to new heights in the country.

The Daily Yomiuri newspaper reports that the TOEIC test seems poised to replace the national Eiken test as Japan’s most popular test of English. In fiscal year 2011, demand for TOEIC tests in Japan rose 30 percent, and TOEIC tests were taken by 2.27 million people compared with the 2.3 million taking Eiken.

Driving the trend is increased need for assessment of adult English for the workplace. Japanese companies are increasing their activities abroad, while new university graduates are facing a tough job market and see the advantage of adding an internationally recognized credential to their resumes.

While Eiken has tests for a number of different levels, its use is highest with its original audience of middle and high school students. Not widely recognized outside Japan, Eiken is not as useful as TOEIC for typical big picture goals such as those expressed by Takuro Hayashi, a student at Meiji Gakuin University: “I want to find a job which can utilize my English skills. I also want to study abroad. “

An official with the International Institute for Business Communication comments: "Companies are increasingly aware that unless their employees acquire English language skills, they can't survive. Because of the difficult job market, universities also have to put more effort into improving their students' business English skills."

Japan is not alone. The world as a whole is facing similar challenges, while countries such as the Unted States are also seeing an influx of non-native speakers that makes English language assessment important even for domestic employment. Therefore, not surprisingly, we also are seeing TOEIC testing growing bigger and bigger.

http://daniel-j-stone.blogspot.com (C) 2009-12

Downsizing- The Crystal Ball of Global Competition

Downsizing-The Crystal Ball of Global Competition

Daniel J. Stone

Ohio Dominican University

Abstract.

     It is debated that downsizing is good or bad for today’s workforce.  Positive aspects of downsizing are a valuable managerial weapon since it reduces organizational costs fast and effectively, businesses are allowed to reallocate resources, and streamline productivity.  On the other hand, negative aspects of downsizing are psychological toll on those that were eliminated and by those that survived, increase in stress, and a sullied reputation in the eyes of those in labor and stock market.

      A mere four years ago, people throughout the world experienced a financial meltdown of epidemic proportions which triggered the “Great Recession.”  The events that took place in 2008 did not discriminate as Baby Boomers on the verge of retirement had their 401K savings evaporate overnight; Gen-Xers on the verge of starting families had to put their dreams on hold.  It was as if someone either lost a job or knew of someone firsthand who lost their job around that time. 

     Downsizing was the answer to the financial meltdown of 2008 and can be traced as far back as the 1950s.  In the 1980s, American businesses were forced into the practice of downsizing due to accelerated growing from international competitors and the growing complexity of the global economy.  Those in favor of downsizing view it as a valuable managerial weapon since it reduces organizational costs fast and effectively.  Also, downsizing allowed businesses to reallocate resources and streamlines productivity which otherwise was impeded due to a lack of competition and complacency.  On the other hand, those against downsizing view the practice as a violation of the psychological contract and break the trust between the employer and employee.  Survivors of a downsizing have increased stress and anxiety levels.  Also, a corporation that has masses of employees laid off end up with a sullied reputation in the eyes of those in labor and stock market (Street and Street, 2010).

     In the early 1980s, the American market became more competitive due to an increase of goods and services being readily available from international competitors.  Japanese auto manufacturers such as Toyota and Honda, for example, began producing products for the American market within the US around that time.  In doing so, Americans were exposed to products that were fashionable, could be relied upon, and were durable.  In comparing the “Big Three” American automakers, to Japanese automakers, the American automakers have been slow to bring new vehicles to the market, while the Japanese are also considered the leader at producing smaller, fuel-efficient cars.  All of this is being done with a non-unionized workforce largely found in Ohio, Kentucky, Tennessee and Texas.  As a result, the Japanese automakers continue to enjoy a cost advantage over the Big Three (CBC News, 2009).

     Downsizing has been the legitimate and strategic solution to the increase in competition and complexity of the global economy.  When an organization is in decline, costs need to be cut, performance needs to be improved, and downsizing has been the legitimate and strategic solution to this problem.  Payroll is by far the biggest cost to an employer and by reducing this cost with downsizing, a declining organization and correct and align itself with the situation and those that survive the layoff are put in a situation to produce and the highest level (Mellahi, K. and Wilkinson, A. 2004).
     An organization that has been downsized takes on a persona of a new organization.  Positions are merged, resources are more regarded and buy in to the organization’s plan is evaluated and reemerged with renowned spirit.  Downsizing with a well conceived strategy ensures that resources are reallocated and productivity is streamlined.  This could be done by the head of an organization also doubling as in another administrative position, multiple levels usually taught individually being taught together to keep hours to a minimum.  Another example of this is to centralize equipment and machinery so that only supplies are being used when it is absolutely necessary (Street and Street, 2010).
     On the other hand, downsizing takes a psychological toll on those that were eliminated and by those that survived.  To have an employer break that trust can be psychologically overwhelming.  After all, an employee spends more time at the workplace with co-workers than they do in their homes with their family.  Staying committed to make their employer the best that it can be takes total buy-in and dedication (Street and Street, 2010).
     Survivors of a reduced workforce experience an increase in stress.  Positions were initially created with job descriptions to occupy a regular work week yet positions are merged with the expectation that goods and services will be produced and provided in the same way.  Leaders of downsized organizations fail to realize that just because the workforce is reduced doesn’t mean that the work left with the eliminated workforce.  Those that stay behind end up doing the work of two people and are expected to continue to put their best foot forward with one of their legs tied behind their back (Street and Street, 2010).
     The traditional manufacturing state such as South Carolina has had an unemployment rate that has exceeded the national average since 2001.  It was around that time that manufacturing plants operating in the state began to downsize operations by shipping jobs overseas, mainly to China (Wenger, 2008).  The backlash throughout the US towards Chinese products sold in the US was intense and as a result, American manufacturers began labeling their products with “China-free” labels.  Resentment from unemployed workers towards competitive products from China to be sullied as a result of downsizing (Douaud, 2007).
     In conclusion, downsizing is a trend that is here to stay due to global competition, cost reduction and performance improvements, and providing a new start to an organization due to the conceived strategy ensures that resources are reallocated and productivity is streamlined.  The downfall of downsizing is psychological repercussions, increased stress from those that survived a downsizing, and negative publicity from the labor and stock markets towards the corporation that has jettisoned a large number of employees.  Downsizing is good in maximizing profits but bad in various humanitarian aspects such as psychological tolls, extra stress and anxiety. 
     In reflecting the consideration the ethical implications of downsizing I have been a casualty and a survivor of downsizing.  As a casualty, my initial feeling was one of anger and betrayal.  Furthermore, I was embarrassed because I then had my close group of family and friends worried how I was going to make ends meet.  As a person who possesses intropunitive characteristics which is to blame myself too harshly when I fail, I found the decision to being downsized personal rather than strategic.  For example, I questioned what I did to deserve a lay off, how I could have better protected myself, in comparison to one of my colleagues who survived.  As time went on, I later found the layoff as a blessing as it gave me the chance to pursue what my calling and passion really is.  Two years later, I was living in a different state leading an organization in a start up branch office.  In this situation, I experienced the survivor side of downsizing since I was expected to do so much with so little manpower.  Not being one to complain, I bought into the company’s philosophy and gave it my all.  In doing so, my shortcomings which everybody has were exposed.  On the other hand, other than the psychological issues that came with being baptized by fire by being thrown into the deep end and have found a way to carry on, my spirit was renewed as one of being totally committed to the cause.  The issue is dealing with those that do not share the same commitment as I do and how I can process their lack of dedication in a way that doesn’t cause friction. 
     My personal belief of downsizing is that the trend of letting good people go is inevitable.  I do not agree that downsizing is the way forward since more careful considerations need to be made when a job is created, a company expands their services, and adds extra branches.  When given a person the work of two people, that person will manage to carry on for the short term but in the end, the person will feel cheated, and no longer put up with the situation and move on.  Therefore, downsizing needs to be done away with and solid business practices that minimize the hard feelings, in particular the feeling of being cheated, where humanitarian aspects are the focal point are the norm.  People are the most important part of an organization and when they are not treated well, companies that downsize may have to downsize all the way to the point of going out of business.
     To substantiate my perspective with facts and research, Southwest Airlines has a positive reputation in the eyes of its employees.  This is because Southwest Airlines hires someone based on their attitude and then trains them for the skills needed to do their job.  Not only are they trained, they are also empowered.  This combination of attitude, training, and empowerment is Southwest Airline’s blueprint to building a confident worker who makes the right decisions (Campbell, 2010). 
     This approach illustrates the unwritten psychological contract between employer and employee.  In the aftermath of 9/11 Southwest Airlines emerged as the only American airline company that remained in the black every quarter and didn’t furlough a single employee.  Because of Southwest Airline’s solid business practices there was no need to downsize when nearly all of the other American airline companies were laying off people in droves, filing for bankruptcy, or going out of business.  Southwest Airlines has continued to carry on as a leader in domestic air travel in the markets that it serves (Serwer, 2004). 

References.

Campbell, S. (2010).  How Southwest Airlines Became a Model for Customer Loyalty. 

Retrieved from:  http://www.tmcnet.com/channels/customer-support-software/articles/87080-how-southwest-airlines-became-model-customer-loyalty.htm

Dattner, B. & Hogan, R. (2011).  Harvard Business Review, April 2011, Vol. 89 Issue 4, p117-

121.

Douaud, C. (2007).  ‘China Free’ Labels Stokes Import Debate.  Retrieved from:

http://www.nutraingredients-usa.com/Industry/China-free-label-stokes-import-debate

Mellahi, K. and Wilkinson, A. (2004) Downsizing and Innovation Output: A Review of

Literature and Research Propositions, BAM Paper 2004, British Academy of Management.

Richards, T. (2009).  The used-to-be Big Three:  U.S. automakers struggling with sliding sales,

labor woes.  Retrieved from: http://www.cbc.ca/news/business/story/2009/02/17/f-bigthreeupdate.html

Serwer, A. (2004).  Southwest Airlines: The Hottest Thing in the Sky Through change at the top,   through 9/11, in a lousy industry, it keeps winning Most Admired kudos. How?  Retrieved from CNN.  http://money.cnn.com/magazines/fortune/fortune_archive/2004/03/08/363700/index.htm

 Street, M and Street, V. (2010).  Taking Sides: Clashing Views in Management, Third Edition.

 Wenger, Y. (2008).  Why is S.C. unemployment rate so high?  Retrieved from: The Post

and Courier:  http://www.postandcourier.com/article/20081230/PC1602/312309927

http://daniel-j-stone.blogspot.com (C) 2009-12

CEO’s Compensation- Too much with little to show for it

CEO’s Compensation- Too much with little to show for it

Daniel J. Stone

Ohio Dominican University

Abstract.

It is debated that the compensation that a Chief Executive Officer (CEO) makes is excessive.  Those in favor of the excessive salaries justify this due to a weak pool of qualified CEOs to choose from.  The knowledge and leadership talent that a CEO possesses is retained due to the hefty salaries.  Also, the high salaries are driven by competition between private equity firms and publicly traded companies.  With this being said, there are several indicators that would suggest that CEOs in corporate America are overcompensated and while they are making in a day what the average American worker makes in a year, corporations are cutting staff and those corporations are underperforming. 

Keywords:  Chief Executive Officers, average American worker, excessive salaries, weak pool of CEOs, knowledge and leadership talent, driven by competition, staff reduction, underperformance. 

            A Chief Executive Officer (CEO) bears great responsibility, risk, and blame for a company’s successes and failures.  By law, the President of the US earns the highest salary in the federal government.  CEOs in corporate America are the highest paid individuals in the world.  Advocates for the CEOs high salaries justify this due to a weak pool of qualified CEOs to choose from.  On the other hand, CEOs in corporate America are overcompensated since they can make as much in one day than the average worker at the firm makes the entire year (Street and Street, 2010). 

Statistics show that CEOs are overcompensated in the US.  In comparing the 20 highest paid European managers to the 20-highest paid American managers; the European managers only make 33% of what the American manager makes.  In Japan, a CEO makes approximately 15 times what the lowest worker makes.  The same can be said about CEOs in corporate America versus the CEOs of non-business sectors.  In taking the top earners of the federal government’s executive and legislative branches, military leaders, and non-profit CEOs earn only 3.4% of what the top earners in corporate America.  (Street and Street, 2010). 

            On the other hand, the excessive salaries for CEOs are justified.  Currently, the market for solid CEOs is competitive and wage-increasing bidding wars are the norm.  Therefore, in making a case for the current CEO pay scales is two-fold.  First, CEOs are paid the salaries that they are paid so that the knowledge and leadership talent that a CEO possesses is retained.  Second, there is strong competition between private equity firms and publicly traded companies.  Attracting and retaining the employees who generate value for the shareholders is worth the return on investment for the pay that the CEO earns (Street and Street, 2010). 

            Having said this, the current compensation for CEOs is very excessive.  CEOs of major US companies earned as much money from one day’s worth of work as the average worker made over the course of an entire year.  If the average American worker earns approximately $30,000 per year and the average ratio of a CEO’s salary when compared to the average worker is 364:1, the CEO is making $10.8 million per year (Street and Street, 2010). 

            Furthermore, there is a lot of skepticism of CEO pay after the corporate scandals such as the HealthSouth corporate accounting scandal.  Also, the CEOs salary is not linked to performance.  In the middle of the sub-prime mortgage crisis, failing CEOs walked away with hundreds of millions of dollars (Weiss, 2009). 

            Excessive salaries for CEOs can be said about local government CEOs.  Ed Driggers is the City Administrator of a municipal government in the rural state of South Carolina.  It was reported in 2011 that Mr. Driggers was making $153,724 annually.  (Staff Reports 2011).  Three years prior, at the start of the Great Recession, Driggers collected a salary $127,548.  During the same year, Driggers laid off three employees that were each earning approximately $30,000 per year (McGranahan 2008).  Two of the three positions could have been kept if funds were shifted from Driggers’ salary.  The period when families have earners either unemployed or underemployed and not meeting their full earning potential, Mr. Driggers saw a pay increase of $26,000 which is nearly the equivalent of one average American’s salary.  Having grown up in South Carolina, an annual salary of $67,000 is more than enough to live off as the breadwinner of a family of four.  Regardless of the economies of scale, the current compensation of a CEO in the private or public sectors is excessive when compared to the workers of his or her organization.  (Street and Street, 2010). 

            In conclusion, CEOs are overcompensated in corporate America.  For example, a top earning CEO in Germany only earns a third of what a top earning CEO in the US makes.  However, CEOs are short in supply and their hefty salaries are justified to retain the leadership talent.  Having said this, the current compensation for a CEO is very excessive.  However, it is debated that failing CEOs are allowed to walk away with hundreds of millions of dollars in the middle of the sub-prime mortgage crisis.

In reflecting on the reading, in 1982, Mr. S. Truett Cathy, CEO of the fast food chicken restaurant chain, Chick-Fil-A did not take a salary when his company fell on hard times.  Mr. Cathy looked at raising prices as the last resort during that year.  Chick-fil-A has restaurants in 38 of the 50 states and is not publicly traded.  With most restaurants making 20% of their revenue on Sundays, Chick-fil-A has remained closed on that day (Cathy, 2002). 

CEOs are getting paid millions of dollars while the firm is reducing its workforce via layoffs, downsizing, and outsourcing at the same time.  (Street and Street, 2010).  Back around the time that Mr. Cathy was not taking a salary, big-time corporate CEOs took over 40 times the pay of the average worker.  Now, a CEO makes 365 times the pay of the average worker.  Therefore, it is in my opinion that not only are CEOs in corporate America overcompensated, they are disconnected from the realities that many Americans face. 

 References

Cathy, S.T. (2002).  Eat Mor Chikin:  Inspire More People.  Crisis and Purpose.  118-126.

McGranahan, H. (2008).  City cuts staff, facing shortfall.  Retrieved from the Greer Citizen:

http://greercitizen.com/print.asp?ArticleID=18&SectionID=3&SubSectionID=3

 Staff Reports (2011).  Upstate government salaries online.  Retrieved from the Spartanburg Herald: 

http://www.goupstate.com/article/20111023/ARTICLES/110231018?p=2&tc=pg

 Street, M and Street, V. (2010).  Taking Sides: Clashing Views in Management, Third Edition.

Shackleford, L. (2009).  Several area leaders are not under contract.  Retrieved from the   

           Spartanburg Herald: http://www.goupstate.com/article/20090222/ARTICLES/902221097? 

           p=3&tc=pg

Weiss, J. (2009).  Business Ethics:  A Stakeholder & Issues Management Approach.  Fifth Edition. 

http://daniel-j-stone.blogspot.com (C) 2009-12

Attention to Details

Van Halen, 2007 Rock n' Roll Hall of Fame inductees, are notorious for their bombatious performances on and off the stage and leading the way for arena rock of the late 1970s and 1980s.  In 1980, the band embarked on their "The World Invasion Tour".  This saw the birth of the legendary brown M&M contract rider. The band demanded M&M candies backstage with all of the brown ones removed. Only one documented case exists where the rider wasn't adhered to, a show at the University of Colorado in Pueblo, CO. The university paid dearly for their error. The band demolished their backstage dressing room causing thousands of dollars of damage. 


The rider itself was genius. Its sole purpose was to ensure that venue and promoter personnel read the entire contract before each performance, and brown M&Ms backstage was an instant indicator they hadn't. If the venue couldn't perform a task as simple as removing a specified color of M&Ms, how could they be trusted to fulfill lighting, sound, and other technical requirements?

Are you committed to doing everything that you are responsible for?  What indicators are you sending to indicate that you are adhering to the plan?  As a service provider, the last thing that your customers can experience is a lack of commitment.  Don't make the organization pay dearly due to your lack of commitment.  Pay attention to the details so that you are "Committed to Excellence".

http://daniel-j-stone.blogspot.com (C) 2009-12

Globalization- Creating Freedom and Exhausting Democracy

Globalization- Creating Freedom and Exhausting Democracy

Daniel J. Stone

Ohio Dominican University

 Abstract

 It is debated that globalization is good or bad for mankind.  Positive aspects of globalization are the culture exchange between nations, equal opportunities for minorities, less restrictive giving and sending of information.  On the other hand, negative aspects of globalization are losses of cultural identities, more established nations having their resources drained and exhausted, diseases and terrorism.  I personally believe that the good outweighs the bad in terms of globalization.  The cultural enrichment that I have experienced from living in two states outside of my home state and the five years that I have spent living and working in Asia have shaped my views and was the cornerstone that has allowed me to meet my full potential. 

Keywords:  culture exchange, opportunities for minorities, less restrictive exchange of information, loss of identity, drain and exhaust of resources, epidemics and terrorism. 

     The fall of the Berlin Wall in 1989 has made the move to globalization a reality for nearly all nations except for those found on the continent of Africa.  Countries are experiencing commercial and trade exchanges which have opened their borders up to the outside.     There is a direct correlation between civil and political freedom and higher levels of per capita income.  This is no more apparent than in China and India who since the early 1980s had an infrastructure that was in dire straits.  Due to China’s and India’s convergence over the past 30 years, there is more hope and less strife with those two nations (Street and Street, 2010).    

     On the other hand, when globalization is not contained, nations lose their identities, cultural and language identities are threatened, and there is a drain and exhaustion of resources from those countries that are more established.  Globalization in the 21^st Century is the new norm and like the world that we find ourselves in, globalization is a complex issue which has both good and bad aspects (Street and Street, 2010). 
      Globalization is good for mankind.  This is due to globalization equating to the endless exchange of ideas.  Popular culture has proven to be the best vehicle of idea exchange with such events as the Moscow Music Peace Festival which took place around the fall of the Berlin Wall.  This was a two-day event that took place at the Lenin Olympic Stadium and had the goal to raise awareness about drug and alcohol abuse.  Not only were there about 20 music groups from the West who participated in this event, there were also doctors from the West who provided treatment to those who were suffering from substance abuse (Lawrence 2002).
      The rights of minorities have increased due to globalization.  For example, in the 1990s, there was resistance to educating females from the very conservative country, The Kingdom of Saudi Arabia.  Not only are females from the Kingdom being educated, they are also allowed to travel abroad with a male chaperone and study with the intention of completing a degree at an institute of higher education (Schryer, 2012). 
     Information due to globalization has provided knowledge to those within and outside a nation.  Inventions such as the Internet and cellular phones put the power of sending and receiving information in the hands of the citizens which was previously controlled by governments.  The “Arab Spring” of 2011 had thousands of people of various Middle Eastern nations use social media such at Twitter, Facebook, and YouTube to organize, communicate, and create awareness of issues that were found to be unfair due to their government’s attempts of repression (Howard, 2011). 
     On the other hand, globalization is not good for mankind.  By being economically open, one looses their identities such as the currencies of the members of the European Union (EU).  For example, prior to becoming a member of the EU, Germany had to dissolve its currency, the Deutschemark, and accept the Euro Dollar.  The Deutschemark was a symbol of a unified Germany when both East and West Germany were joined in 1990.  Now the Euro Dollar identifies Germany with fellow EU member, Greece.  With the Greek economy on the verge of bankruptcy, Germany and the other members of the EU are being brought down as well.  This is because of Greece’s extensive welfare state which is more embedded into the citizens of the average Greek’s ordinary life more than the members of the EU realized before accepting Greece as a member.  As a result, the value of the Euro Dollar has been weakened with the Greeks looking to the Germans for a bailout (Inman, 2012).    
     In terms of globalization from more developed countries to lesser developing countries, more and more countries who are novices to democracy drain and exhaust the resources of those countries that are more established.  In the late 1990s, The Bill Clinton led US economy had a balanced budget.  After the events of 9/11, the US found itself in the business of “Nation Building” in places such as Iraq and Afghanistan.  While this is a noble and noteworthy cause, foreign aid that is misspent equates corruption.  The US has found itself obligated to $320 million a month.  Currently, the US deficit is over $15 Trillion (Debusmann, 2011).
     In conclusion, the positive aspects of globalization are that global citizens are experiencing higher levels of per capita income due to having their borders opened because of intensified commercial and trade exchanges.  Nations such as Japan and the US who at one time were enemies now participate in the exchange of ideas.  The rights of minorities have increased which have allowed all people the basic right of education coupled by easily giving and taking information.  On the other hand, one could argue that the US wants democracy in the Middle East more than the actual recipients of American aid.  This notion coupled by the fact that casualties of civilians in Iraq and Afghanistan overseas have created sympathizers who are driven by ideological passions are tempted to follow terrorist methods to see their ideology come to fruition (Street and Street, 2010).
     In reflecting on the reading of the question, the good outweighs the bad in terms of globalization.  The never-ending exchange of ideas is by far the biggest contributor of this claim.  Being a native from the Upstate of South Carolina, the cultural enrichment that I gained from four years in the US Navy in Japan and California alone was the catalyst that shaped my views and was the cornerstone that has allowed me to become a Center Director at a branch of a company that is growing by leaps and bounds during a recession.  Since my Navy enlistment, I have been in an intercultural relationship and marriage since 1998 which led to life in Asia for three years.  I can honestly say that my life became better because of my relationship to my wife.  I see things from a different perspective, think about things more deeply and appreciate a global point of view (Stone, 2011).
     To substantiate my perspective with facts and research, the auto giant, Toyota has a number of manufacturing plants that are in parts of the US not known for automotive innovation.  The Japanese managers of Toyota chose these places for auto production so that their idea of operating known as Kaizen (a Japanese work meaning continuous improvement one small step at a time) would be a good fit on the other side of the world in such places like Kentucky, Tennessee, and Texas.  With many American manufacturing companies electing to have their products made in China and India, Toyota has elected to fill the void by providing employment opportunities for Americans while remaining true to their core Japanese values.  For example, every leader and team member at every level is taught the Japanese philosophy of Plan, Do, Check, and Adjust for process improvement.  (Franz and Liker, 2011). 

References

Debusmann, B. (2011). U.S. nation-building in the wrong place?  Retrieved from Reuters:

http://blogs.reuters.com/bernddebusmann/2011/06/10/u-s-nation-building-in-the-wrong-place/

Franz, J. and Liker, J. (2011).  The Toyota Way to Continuous Improvement:  Linking Strategy

and Operational Excellence to Achieve Superior Performance. 

Howard, P. (2011).  The Arab Spring’s Cascading Effects.  Retrieved from Miller-McCune

http://www.miller-mccune.com/politics/the-cascading-effects-of-the-arab-spring-28575/

Inman, P. (2012).  Germany has run out of patience.  Retrieved from The Guardian.  

http://www.guardian.co.uk/business/economics-blog/2012/mar/04/debt-crisis-eu. 

Lawrence, D. (2002) Bon Jovi: Past, Present & Future.  Retreived from New Music Countdown:

http://www.netmusiccountdown.com/inc/artist.php?artist=Bon+Jovi

Lyman, I. (2010). The Cost of Educating the Children of Illegal Aliens: Exorbitant.  Retrieved

from The New American:  (http://thenewamerican.com/usnews/constitution/3527-the-cost-of-educating-the-children-of-illegal-aliens-exorbitant). 

Schryer, S. (2012).  Family and Community Dynamics- Education.  Retrieved from Saudi

Arabian Americans  (http://www.everyculture.com/multi/Pa-Sp/Saudi-Arabian-Americans.html).

Street, M and Street, V. (2010).  Taking Sides: Clashing Views in Management, Third Edition.

Stone, D. (2011). Meet the Staff.  Retrieved from ELS Language Centers and Locations:

            http://www.els.edu/en/ELSCenters/Detail?locid=COL

http://daniel-j-stone.blogspot.com (C) 2009-12