Over the years I have had the privilege, honour and sometimes curse (!) of sitting on a number of public/private Boards and committees. My thoughts go out to all those who have recently chosen to sit on the Boards of the Local Enterprise Partnerships (LEPs). From my experience I would like to offer a few words of encouragement and warning designed to help each LEP achieve its aims and objectives.
These thoughts are in no order of importance and purely reflect my own experiences:
- Set out your aims and objectives straight away
- Be clear as to what you can and cannot achieve - do not try to be "all things to all men"
- Do a few things well rather than many things badly
- You are not a council committee so do not behave like one!
- In setting up your constitution remain faithful to the simple premise of "one person one vote" and ensure that there is a private sector majority of members
- In no circumstances agree to a constitution which gives public sector "founder members" the right to overturn a majority vote
- Run the meetings just like a private sector Board - tight, focussed and make decisions rather than procrastinate
- The public sector has an important role to play so make use of the knowledge held and do not set out to duplicate functions
- If other quasi organisations are "backed into" a LEP as an executive or similar do not just accept that it is fit for purpose. Start a full review and if necessary reappoint or renew.
- Have a simple informative website but do not spend silly money on it
- Insist on a 75% rolling attendance rate from all members or they are voted off
- Public sector members are generaly appointees and as such there may be a rapid churn due to elections, reshuffles etc. Where possible gain commitment for continuity or decisions will stall
- Ensure that everyone around the table has authority to vote on all matters i.e. no deferring to gain cabinet/member etc approval
- If the public sector funds the executive it is reasonable for them to request some ground rules. Agree them at the outset to avoid misunderstanding later.
- You are local ENTERPRISE partnerships - so address Enterprise and do not get sidetracked on peripheral matters
- Do not get sucked in to publicity campaigns unless they are integral to the core aims or you get tainted and alienate a wide cross section of the community
- Be sensitive to political situations but make the right decision not the politically expedient one
- Be open and transparent to avoid conspiracy theories - publish all Board minutes on the website etc
- Be bold - no-one remembers people who do not make a difference
- Think about who needs your help most - large corporates or pre start businesses - do not get sucked into the "glamour" of association with big names
- Think carefully about what you want the executive to do - keep it small and tight
- Do not directly deliver ANYTHING - enable others to do this
And finally before you make any decisions just ask yourself what your answer will be when your 8 year old grandson asks exeactly what did you achieve on the LEP?!
I wish everyone the best of luck and great success in achieving all that you set out to do - your country needs you!
Showing posts with label enterprise. Show all posts
Showing posts with label enterprise. Show all posts
Thursday, May 19, 2011
Monday, October 11, 2010
Does the public sector really get Economic Development?
With the spending review close upon us and an overwhelming need for fresh thinking in the public sector plain to anyone not within it the unanswered question is do the various bodies know what it is that they are trying to achieve?
Having been in enterprise support for almost 14 years I think that I have seen most of the various strategies designed to help boost enterprise. Unfortunately I am not impressed with much that I see. Economic Development is approached in an academic way more akin to a Planning Department than one designed to stimulate enterprising activity in an area. Most published aims and objectives in the local authority arena are identikit and fail the "Tippex test" - white out the county/district name and put in any other.
If there is no differentiation in tactics then the results will be broadly similar and yet it is almost impossible to get the relevant people to understand this. There are some notable exceptions however who have attempted a different approach and been regarded with a better than average result but these forward thinking authorities are all too uncommon - Suffolk County Council take a bow.
To me an Economic Development department should be tasked to understand what it is that motivates enterprise in their patch, find out where there is a real strength, seek to isolate local weaknesses and produce, tender and contract for an appropriate solution to their bespoke needs. Not radical perhaps but rarely seen. What is second nature in the private sector is anathema to the public sector. The fear of being different and the knowledge that there is no sanction for failure leads to a spiral of waste both in monetary terms and of opportunity.
So what should happen? We hear much about the Big Society which in turn must lead to Smaller Government. This is to be applauded but for this to happen we need Council officers and members with vision and backbone to make real changes. I want to see local authorities move away from the "transactional" approach currently seen to a "relationship" approach whereby trusted partners in the private sector are fully engaged to make a long term aim become reality. This a a real "win, win" situation but not widespread practice.
What we currently see in this sector are unrelated tender opportunities not forming any part of a long term strategy but instead driven by budget availability which are often won my what I would term as the "mercenary" tendency who write good bids, move in on an area but deliver appalling results before hoodwinking the next gullible authority elsewhere in the country. The time is ripe for long term relationships to be made by local authorities with organisations who have a great track record and will be around for the duration of the journey. I know of so many examples of tenders being won by companies who have failed in previous contracts but "due diligence" is not a phrase that I see when councils award contracts!
Where we see good practice the results follow and these are the areas performing better than everywhere else. The converse is also true; perhaps the only way to change the results is to change the people and methods - same activity = same results.
At NWES our mantra is that we always deliver and that is exactly what we do 100% of the time and yet past delivery is rarely a high scoring aspect in any tender. Make economic officers responsible for economic growth and if they do not deliver change them - this is what happens in the private sector and until it happens in the public sector my hopes are not high for the very areas that need innovative intervention.
Having been in enterprise support for almost 14 years I think that I have seen most of the various strategies designed to help boost enterprise. Unfortunately I am not impressed with much that I see. Economic Development is approached in an academic way more akin to a Planning Department than one designed to stimulate enterprising activity in an area. Most published aims and objectives in the local authority arena are identikit and fail the "Tippex test" - white out the county/district name and put in any other.
If there is no differentiation in tactics then the results will be broadly similar and yet it is almost impossible to get the relevant people to understand this. There are some notable exceptions however who have attempted a different approach and been regarded with a better than average result but these forward thinking authorities are all too uncommon - Suffolk County Council take a bow.
To me an Economic Development department should be tasked to understand what it is that motivates enterprise in their patch, find out where there is a real strength, seek to isolate local weaknesses and produce, tender and contract for an appropriate solution to their bespoke needs. Not radical perhaps but rarely seen. What is second nature in the private sector is anathema to the public sector. The fear of being different and the knowledge that there is no sanction for failure leads to a spiral of waste both in monetary terms and of opportunity.
So what should happen? We hear much about the Big Society which in turn must lead to Smaller Government. This is to be applauded but for this to happen we need Council officers and members with vision and backbone to make real changes. I want to see local authorities move away from the "transactional" approach currently seen to a "relationship" approach whereby trusted partners in the private sector are fully engaged to make a long term aim become reality. This a a real "win, win" situation but not widespread practice.
What we currently see in this sector are unrelated tender opportunities not forming any part of a long term strategy but instead driven by budget availability which are often won my what I would term as the "mercenary" tendency who write good bids, move in on an area but deliver appalling results before hoodwinking the next gullible authority elsewhere in the country. The time is ripe for long term relationships to be made by local authorities with organisations who have a great track record and will be around for the duration of the journey. I know of so many examples of tenders being won by companies who have failed in previous contracts but "due diligence" is not a phrase that I see when councils award contracts!
Where we see good practice the results follow and these are the areas performing better than everywhere else. The converse is also true; perhaps the only way to change the results is to change the people and methods - same activity = same results.
At NWES our mantra is that we always deliver and that is exactly what we do 100% of the time and yet past delivery is rarely a high scoring aspect in any tender. Make economic officers responsible for economic growth and if they do not deliver change them - this is what happens in the private sector and until it happens in the public sector my hopes are not high for the very areas that need innovative intervention.
Tuesday, October 27, 2009
It's time to get in line for an award from the Queen.
Whilst time is tight to get your nominations in I would urge everyone to look at the Queen's Awards. These really are the equivalent of an Oscar in our industry and recognise those companies and individuals who have had a major impact.
What I like about these awards are that you have to prove what you have done as a company or individual which goes beyond the day to day expectations. Introduced in 2004 these annual awards close for nominations on 31 October and so you do not have much time to get those entries in.
All too often we fail to celebrate individuals and companies who have made a real difference and so spread the word and if it is too late for this year make sure that you put a note in the diary for next year!
Just follow the link to www.queensawards.org.uk to learn more. There seems to be a real lack of representation from the East of England in this years awards so let us try and rectify that for next year. We have a lot to be proud of.
What I like about these awards are that you have to prove what you have done as a company or individual which goes beyond the day to day expectations. Introduced in 2004 these annual awards close for nominations on 31 October and so you do not have much time to get those entries in.
All too often we fail to celebrate individuals and companies who have made a real difference and so spread the word and if it is too late for this year make sure that you put a note in the diary for next year!
Just follow the link to www.queensawards.org.uk to learn more. There seems to be a real lack of representation from the East of England in this years awards so let us try and rectify that for next year. We have a lot to be proud of.
Tuesday, June 23, 2009
A Brave new World
The world has changed. The pace and scale of the current recession has heralded a new way of thinking about the future of capitalism. Undoubtedly the current basis of our model will not radically change (at least no one sensible is suggesting that it will) but the way in which we do business will do. The settled and safe view of the economy has been shaken and corporate life in the future is unlikely to settle into its previous comfortable position. Industries that are "too big to fail" are simply too big and this opens up a wealth of opportunity for a new breed of entrepreneur.
An unprecedented number of people are looking at new ways to do business. This could be the model of business e.g. a social enterprise rather than solely for profit; or the way in which trade is carried on, with new ways of using existing resources or by consumers changing their buying methodology. All this will happen at a speed not previously seen and so it will take nimble and flexible businesses and individuals to provide solutions rather than the "supertankers" of multi national companies.
Great businesses emerge all the time and innovation, desire and enterprise are found as easily in a recession as in boom times. Barriers to entry are lowered; labour, materials and premises are cheaper. And the motivation is greater - why bother risking it all to be an entrepreneur when you can risk other peoples money as a trader and make enough to retire on by age 30? That is why most people would be hard pushed to name a true entrepreneur who has made it big in the last 15 years.
So the time is right to usher in the new capitalism with less reliance on a handful of banks, retailers and industrialists and more variety, innovation and choice. There will still be casualties but the next few years could herald an exciting new world - perhaps now is the time for governments to get firmly behind start up businesses rather than protecting the few or trying to pick winners.
In my opinion there has never been a better time to start up your own business.
An unprecedented number of people are looking at new ways to do business. This could be the model of business e.g. a social enterprise rather than solely for profit; or the way in which trade is carried on, with new ways of using existing resources or by consumers changing their buying methodology. All this will happen at a speed not previously seen and so it will take nimble and flexible businesses and individuals to provide solutions rather than the "supertankers" of multi national companies.
Great businesses emerge all the time and innovation, desire and enterprise are found as easily in a recession as in boom times. Barriers to entry are lowered; labour, materials and premises are cheaper. And the motivation is greater - why bother risking it all to be an entrepreneur when you can risk other peoples money as a trader and make enough to retire on by age 30? That is why most people would be hard pushed to name a true entrepreneur who has made it big in the last 15 years.
So the time is right to usher in the new capitalism with less reliance on a handful of banks, retailers and industrialists and more variety, innovation and choice. There will still be casualties but the next few years could herald an exciting new world - perhaps now is the time for governments to get firmly behind start up businesses rather than protecting the few or trying to pick winners.
In my opinion there has never been a better time to start up your own business.
Thursday, February 19, 2009
Where has all the cash gone?
Cash Flow - two simple words but they are probably the most important to any business wanting to succeed. In dealing with hundreds of aspiring entrepreneurs every year we see many who are passionate about their product, the exemplary service to their clients or the impact that their idea will have on the community. Few, if any, ever talk about cash flow and yet it is the single most important reason why businesses fail.
Too many people confuse cash with profit and they most definitely are not the same thing. There are many profitable companies who have gone into insolvency through lack of cash flow. If your customers start to delay the flow, through late payment or bad debts, then the money that you have available to pay your creditors is of course reduced. If the creditors will not wait for their money then you may have to enter insolvency if your bank will not step in to inject funds via an overdraft.
Whilst some businesses will produce budgets few compile a cash flow forecast (CFF) and yet in most cases this is just as important. We hear many stories about banks not providing short term finance but this is sometimes due to any lack of information provided by the borrower in the form of a CFF or budget - you have to at least give the impression that you will pay the bank back at some point!
By comparing what actually happens with cash flow against the forecasts it is a useful tool for business owners and can aid planning decisions. It also acts as an early warning system for potentially difficult times ahead. When combined with an analysis of debtor and creditor control it should enable a business to overcome any temporary constriction in cash coming in to the company.
So far, so easy! So why do businesses continually fall into the cash trap? I believe that it is poor planning; effective financial control should provide time to address the issue at hand - too often the first time that a business takes it seriously is when the cheques are being bounced i.e. when the cash has run out. Cash is the oxygen which allows a company to breathe; restrict this and the company will suffer and eventually die.
The old adage that "Cash is King" will always remain true. Perhaps in our credit obsessed culture we have forgotten this but it will be those businesses which adapt quickest that will survive. There are many ways in getting cash to flow. We see it every year in the shops when the sales start - this is merely a cash generating activity designed to overcome traditionally quiet periods. Much stock will be sold at a "loss" but this can be acceptable if margins overall are maintained and it frees up much needed cash.
The High Street is very adept in understanding the importance of cash flow and always quick to react (unmoving stock is "dead" money) but some other sectors have been caught cold by the sudden slum into recession. A good example is the car manufacturers. All have huge stock piles of cars which they cannot sell, expensive work forces to maintain and yet none has taken the bold step of really seeking to reduce this stock level and promote demand by vicious price cuts. There are bargains to be had if you know where to look and how to negotiate but each manufacturer wishes to maintain a price position and yet asks for government help to ease their cash flow!
We need to protect a quality manufacturing industry but if I was in power then I would want to see what the companies are doing to help themselves. Cutting costs is one side of the equation but cutting prices is the other side. Profitability may stall for a year or two with this approach but better that than shutting down completely or saddling the general public with debt for generations to come. I know that if say Land Rover, Jaguar or Nissan were to offer a new car at 50% off then I would be in the queue to buy!
The laws of cash flow and supply and demand are closely linked so why have these basic rules been forgotten in so many struggling companies?
Too many people confuse cash with profit and they most definitely are not the same thing. There are many profitable companies who have gone into insolvency through lack of cash flow. If your customers start to delay the flow, through late payment or bad debts, then the money that you have available to pay your creditors is of course reduced. If the creditors will not wait for their money then you may have to enter insolvency if your bank will not step in to inject funds via an overdraft.
Whilst some businesses will produce budgets few compile a cash flow forecast (CFF) and yet in most cases this is just as important. We hear many stories about banks not providing short term finance but this is sometimes due to any lack of information provided by the borrower in the form of a CFF or budget - you have to at least give the impression that you will pay the bank back at some point!
By comparing what actually happens with cash flow against the forecasts it is a useful tool for business owners and can aid planning decisions. It also acts as an early warning system for potentially difficult times ahead. When combined with an analysis of debtor and creditor control it should enable a business to overcome any temporary constriction in cash coming in to the company.
So far, so easy! So why do businesses continually fall into the cash trap? I believe that it is poor planning; effective financial control should provide time to address the issue at hand - too often the first time that a business takes it seriously is when the cheques are being bounced i.e. when the cash has run out. Cash is the oxygen which allows a company to breathe; restrict this and the company will suffer and eventually die.
The old adage that "Cash is King" will always remain true. Perhaps in our credit obsessed culture we have forgotten this but it will be those businesses which adapt quickest that will survive. There are many ways in getting cash to flow. We see it every year in the shops when the sales start - this is merely a cash generating activity designed to overcome traditionally quiet periods. Much stock will be sold at a "loss" but this can be acceptable if margins overall are maintained and it frees up much needed cash.
The High Street is very adept in understanding the importance of cash flow and always quick to react (unmoving stock is "dead" money) but some other sectors have been caught cold by the sudden slum into recession. A good example is the car manufacturers. All have huge stock piles of cars which they cannot sell, expensive work forces to maintain and yet none has taken the bold step of really seeking to reduce this stock level and promote demand by vicious price cuts. There are bargains to be had if you know where to look and how to negotiate but each manufacturer wishes to maintain a price position and yet asks for government help to ease their cash flow!
We need to protect a quality manufacturing industry but if I was in power then I would want to see what the companies are doing to help themselves. Cutting costs is one side of the equation but cutting prices is the other side. Profitability may stall for a year or two with this approach but better that than shutting down completely or saddling the general public with debt for generations to come. I know that if say Land Rover, Jaguar or Nissan were to offer a new car at 50% off then I would be in the queue to buy!
The laws of cash flow and supply and demand are closely linked so why have these basic rules been forgotten in so many struggling companies?
Wednesday, January 14, 2009
What drives an entrepreneur?
At a recent Charity Ball I was talking to a successful local entrepreneur about what drives him on in business. I was surprised that he answered exactly as I would - fear! He was in his mid thirties and has built up a sizable property and building empire. Like me he comes from humble origins but had a determination to better himself. The main thing that drives him on in growing his business is the fear of losing it all and returning to the council estate where he grew up. Indeed he said that if he has a bad day then he detours to his childhood home to remind himself of what is at stake and this always remotivates him. I would be interested in what drives on other entrepreneurs. Often money, success etc is quoted but I am not certain that this is the motivating factor for the majority of our entrepreneurs. The desire to create a better life for the family is high on my list and that fear of losing it all is what drives me on too. Many people ask "what makes an entrepreneur" and determination must be at the top of the list.
This is a subject which I will return to in later posts.
This is a subject which I will return to in later posts.
Wednesday, January 7, 2009
Belief, Passion and Drive
I was talking to someone yesterday whom I have been helping on and off over the last couple of years. A fellow Enterprise Agency they were in some trouble having become reliant on a single Business Link contract for their income. A strategic change of direction was needed as their income line was at risk. In short they have embraced change, are looking at aquiring significant assets and their future looks much more secure now.
In talking I discussed with their CEO what drives them on. The reality is that a redundancy option was financially attractive but that their belief, passion and drive meant that they were willing to fight for what was obviously the morally correct outcome. This industry throws up many such people whose driving ambition is not personal fortune but a belief in helping others and doing the "right thing". In the public sector and much of the private sector this attitude is alien to many who cannot understand why someone would fight when an easier option is available.
As long as there are people like this CEO around then there will always be businesses such as ours and indeed in the teeth of what is going to be a really tough and prolonged recession perhaps we are about to see the rise of a new way of doing business - with sound business principles but where success is not measured on the crude bottom line but in what difference it makes to society, how it treats customers and staff and where there is a willingness to take the correct decisions not purely the most profitable.
I would hazzard that life and society would be much richer.
In talking I discussed with their CEO what drives them on. The reality is that a redundancy option was financially attractive but that their belief, passion and drive meant that they were willing to fight for what was obviously the morally correct outcome. This industry throws up many such people whose driving ambition is not personal fortune but a belief in helping others and doing the "right thing". In the public sector and much of the private sector this attitude is alien to many who cannot understand why someone would fight when an easier option is available.
As long as there are people like this CEO around then there will always be businesses such as ours and indeed in the teeth of what is going to be a really tough and prolonged recession perhaps we are about to see the rise of a new way of doing business - with sound business principles but where success is not measured on the crude bottom line but in what difference it makes to society, how it treats customers and staff and where there is a willingness to take the correct decisions not purely the most profitable.
I would hazzard that life and society would be much richer.
Monday, January 5, 2009
Celebrating Success
We all seem to know how to celebrate Christmas in our own way and few have any problems in marking the start of the New Year but why do so many of us have problems in celebrating anything else?
NWES celebrated its 25th Anniversary a year ago and we marked the occasion with a glittering Black Tie “Silver Ball”, set in a stately home, with 200 guests, fine wine, great food, a seventeen piece “Big Band”, a casino, entertainers galore and topped off by a speech from me! In planning this event I had many people questioning the cost, scale and the “message which it would convey”. I understand their argument but they failed to see the real point of the event which was to celebrate reaching a key milestone, thanking everyone who had contributed to our undoubted success and reminding everybody why we exist.
In making it a memorable night for all concerned, ensuring that we invited past and present Board members, staff and supporters we now have 200 happy and enthusiastic ambassadors for NWES. Word spread about how enjoyable it was, how successful we are, what a great job we do and how we make a difference to so many people’s lives. It would have cost a fortune to buy that sort of publicity and goodwill – much more than the Ball cost!
The point here is that it really is alright - indeed vital - to celebrate success whenever it occurs….a milestone, contract win, successful start etc. By doing so you remind all concerned the reason why you are in business and you set yourself apart from the plethora of curmudgeonly people who only seem to revel in doom, gloom, despair and dismay!
At NWES we are proud of our company, what we do and why we do it. Make sure that you make the most of every opportunity to celebrate success big or small and see the difference which it makes to your business. The challenge to you is to celebrate something before January is over.
What is the direction for Enterprise Agencies?
As we start a new year - which may be the most difficult in memory - how do Enterprise Agencies ensure that they survive and help our target market? Just before Christmas I heard from three different agencies that are either closing their doors for good or close to doing so. This is very sad news indeed and should be a wake up call for many of us - as if we should need it! In speaking to some of the individuals concerned I asked how they had come to this point. In each case they had predicted such a scenario up to 12 months earlier but had held on in the hope that “something would turn up”. I am afraid that I find this mindset very difficult to understand.
We would never advise clients to cling to forlorn hope or divine intervention and yet this is what several agencies are doing themselves. In the life cycle of every business there are downs as well as ups and it is how we cope with these that differentiates leaders from managers. I am returning to a subject that I have raised before but it amazes me how many agencies seem happier to close down rather than merge with neighbours or seek a “hub and spoke” type of arrangement to reduce operating costs.
Whilst some agencies are facing difficult times I am encouraged by how many are going from strength to strength and diversifying activity and income streams. Taking a football analogy – and don’t forget that I support Norwich City – agencies could perhaps be categorised as Premier League teams, Championship aspirants and Conference amateurs. This is not meant as any disrespect to agencies or individuals or that “Big is good, small is not” statement, merely an honest appraisal of where we are now.
It is incumbent on each of us – executive and Boards - to seek partnerships, explore joint working or merge rather than preside over decline. We have a proud history and I believe a glorious future but it needs people with vision, strategic direction and passion to deliver this. So are you an Arsene Wenger, Glen Roeder or a Mike Bassett? Have you built a strong team to propel you up the league or do you manage a group of overpaid, fading stars?!
One of the most pleasing things about being part of the NFEA is that there is so much mutual support, advice and assistance available when you need it; so my plea is that if the future is looking uncertain then speak to sister agencies or the NFEA at an early stage. The need for our services now is as strong as ever before so let’s ensure that we are fit for whatever challenges come our way.
We would never advise clients to cling to forlorn hope or divine intervention and yet this is what several agencies are doing themselves. In the life cycle of every business there are downs as well as ups and it is how we cope with these that differentiates leaders from managers. I am returning to a subject that I have raised before but it amazes me how many agencies seem happier to close down rather than merge with neighbours or seek a “hub and spoke” type of arrangement to reduce operating costs.
Whilst some agencies are facing difficult times I am encouraged by how many are going from strength to strength and diversifying activity and income streams. Taking a football analogy – and don’t forget that I support Norwich City – agencies could perhaps be categorised as Premier League teams, Championship aspirants and Conference amateurs. This is not meant as any disrespect to agencies or individuals or that “Big is good, small is not” statement, merely an honest appraisal of where we are now.
It is incumbent on each of us – executive and Boards - to seek partnerships, explore joint working or merge rather than preside over decline. We have a proud history and I believe a glorious future but it needs people with vision, strategic direction and passion to deliver this. So are you an Arsene Wenger, Glen Roeder or a Mike Bassett? Have you built a strong team to propel you up the league or do you manage a group of overpaid, fading stars?!
One of the most pleasing things about being part of the NFEA is that there is so much mutual support, advice and assistance available when you need it; so my plea is that if the future is looking uncertain then speak to sister agencies or the NFEA at an early stage. The need for our services now is as strong as ever before so let’s ensure that we are fit for whatever challenges come our way.
Wednesday, December 3, 2008
11 Things they do not teach you in schools
I thought that I would start off with the tale of what Bill Gates allegedly said to a High School class when asked to give a talk. This may or may not be true but I think that a few more talks like this in schools could be very useful! He talks about how feel-good, politically correct teachings has created a generation of kids with no concept of reality and how this concept set them up for failure in the real world. He had 11 lessons that you will not learn in school:
Rule 1: Life is not fair – get used to it!
Rule 2: The world won’t care about your self esteem. The world will expect you to accomplish something BEFORE you feel good about yourself.
Rule 3: You will not make $60,000 a year right out of high school. You won’t be a vice-president with a car phone until you earn both.
Rule 4: If you think your teacher is tough, wait until you get a boss.
Rule 5: Flipping burgers is not beneath your dignity. Your grandparents had a different word for burger flipping: they called it opportunity.
Rule 6: If you mess up, it’s not your parents fault, so don’t whine about your mistakes, learn from them.
Rule 7: Before you were born, your parents weren’t as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you thought you were. So before you save the rain forest from the parasites of your parent’s generation, try cleaning the closet in your own room.
Rule 8: Your school may have done away with winners and losers, but life HAS NOT. In some schools, they have abolished failing grades and they’ll give you as MANY TIMES as you want to get the right answer. This doesn’t bear the slightest resemblance to ANYTHING in real life.
Rule 9: Life is not divided into semesters. You don’t get summers off and very few employers are interested in helping you FIND YOURSELF. Do that on your own time.
Rule 10: Television is NOT real life. In real life people actually have to leave the coffee shop and go to jobs.
Rule 11: Be nice to nerds. Chances are you’ll end up working for one.
Some sage advice! In future posts I will be giving some examples of how enterprise is being taught in schools (or not) and provide some suggestions for nurturing the creativeness of children.
Rule 1: Life is not fair – get used to it!
Rule 2: The world won’t care about your self esteem. The world will expect you to accomplish something BEFORE you feel good about yourself.
Rule 3: You will not make $60,000 a year right out of high school. You won’t be a vice-president with a car phone until you earn both.
Rule 4: If you think your teacher is tough, wait until you get a boss.
Rule 5: Flipping burgers is not beneath your dignity. Your grandparents had a different word for burger flipping: they called it opportunity.
Rule 6: If you mess up, it’s not your parents fault, so don’t whine about your mistakes, learn from them.
Rule 7: Before you were born, your parents weren’t as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you thought you were. So before you save the rain forest from the parasites of your parent’s generation, try cleaning the closet in your own room.
Rule 8: Your school may have done away with winners and losers, but life HAS NOT. In some schools, they have abolished failing grades and they’ll give you as MANY TIMES as you want to get the right answer. This doesn’t bear the slightest resemblance to ANYTHING in real life.
Rule 9: Life is not divided into semesters. You don’t get summers off and very few employers are interested in helping you FIND YOURSELF. Do that on your own time.
Rule 10: Television is NOT real life. In real life people actually have to leave the coffee shop and go to jobs.
Rule 11: Be nice to nerds. Chances are you’ll end up working for one.
Some sage advice! In future posts I will be giving some examples of how enterprise is being taught in schools (or not) and provide some suggestions for nurturing the creativeness of children.
Tuesday, December 2, 2008
Hello and welcome
Welcome to my blog where I will be looking at a variety of topics under the banner of enterprise and business. This blog is aimed at anyone thinking of starting a business or for existing companies wishing to grow, survive and thrive in what is a very uncertain economic climate.
Enterprise means different things to different people and thus I will explore what enterprise means from the education system through publicly funded support to private sector provision.
I have run my own business for the last 15 years and so have experience in a number of fields and I will use this to flavour future posts.
If there is a specific topic that you would like to see me cover then do let me know. For now if you want to learn a little more about my company then visit the website www.nwes.org.uk
Enterprise means different things to different people and thus I will explore what enterprise means from the education system through publicly funded support to private sector provision.
I have run my own business for the last 15 years and so have experience in a number of fields and I will use this to flavour future posts.
If there is a specific topic that you would like to see me cover then do let me know. For now if you want to learn a little more about my company then visit the website www.nwes.org.uk
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