Gambling

Kerby Anderson



Gambling used to be what a few unscrupulous people did with the aid of organized crime. But gambling fever now seems to affect nearly everyone as more and more states try to legalize various forms of gambling. Legalized gambling exists in forty-seven states and the District of Columbia. The momentum seems to be on the side of those who want legalized gambling as a way to supplement state revenues. But these states and their citizens often ignore the costs that are associated with legalized gambling. The social and economic costs are enormous.



Bad Social Policy

Legalized gambling is bad social policy. At a time when Gamblers Anonymous estimates that there are at least 12 million compulsive gamblers, it doesn't make a lot of sense to have the state promoting gambling. State sponsorship of gambling makes it harder, not easier, for the compulsive gambler to reform. Since about 96 percent of those gamblers began gambling before the age of 14(1), we should especially be concerned about the message such a policy would send to young people.



The economic costs that gamblers themselves incur are significant. Consider just the issue of uncollected debts. The average compulsive gambler has debts exceeding $80,000(2). And this figure pales in comparison to other social costs that surface because of family neglect, embezzlement, theft, and involvement in organized crime.



Proponents argue that state lotteries are an effective way to raise taxes painlessly. But the evidence shows that legalized gambling often hurts those who are poor and disadvantaged. One New York lottery agent stated, "Seventy percent of those who buy my tickets are poor, black, or Hispanic."(3) And a National Bureau of Economic Research "shows that the poor bet a much larger share of their income."(4)



A major study on the effect of the California lottery came to the same conclusions. The Field Institute's California Poll found that 18 percent of the state's adults bought 71 percent of the tickets. These heavy lottery players (who bought more than 20 tickets in the contest's first 45 days) are "more likely than others to be black, poorer and less educated than the average Californian."(5)



Studies also indicate that gambling increases when economic times are uncertain and people are concerned about their future. Joseph Dunn (director of the National Council on Compulsive Gambling) says, "People who are worried about the factory closing take a chance on making it big. Once they win anything, they're hooked."(6)



The social impact of gambling is often hidden from the citizens who decide to participate in legalized gambling. But later these costs show up in the shattered lives of individuals and their families. Psychologist Julian Taber warns, "No one knows the social costs of gambling or how many players will become addicted...the states are experimenting with the minds of the people on a massive scale."(7) Families are torn apart by strife, divorce, and bankruptcy. Boydon Cole and Sidney Margolius in their book, When You Gamble--You Risk More Than Your Money, conclude: "There is no doubt of the destructive effect of gambling on the family life. The corrosive effects of gambling attack both the white-collar and blue-collar families with equal vigor."(8)



Bad Governmental Policy

Legalized gambling is also bad governmental policy. Government should promote public virtue not seduce its citizens to gamble in state-sponsored vice. Government is supposed to be a minister of God according to Romans 13, but its moral stance is compromised when it enters into a gambling enterprise.



Citizens would be outraged if their state government began enticing its citizens to engage in potentially destructive behavior (like taking drugs). But those same citizens see no contradiction when government legalizes and even promotes gambling. Instead of being a positive moral force in society, government contributes to the corruption of society.



Ross Wilhelm (Professor of Business Economics, University of Michigan) says,



    State lotteries and gambling games are essentially 'a rip-off' and widespread legalization of gambling is one of the worst changes in public policy to have occurred in recent years. . . .The viciousness of the state-run games is compounded beyond belief by the fact that state governments actively advertise and promote the games and winners.(9)



The corrosive effect legalized gambling has on government itself is also a cause for concern. As one editorial in New York Times noted, "Gambling is a business so rich, so fast, so powerful and perhaps inevitably so unsavory that it cannot help but undermine government."(10)



Legal and Illegal Gambling

One of the standard cliches used by proponents of legalized gambling is that if we institute legal gambling, we will drive out illegal gambling. This argument makes a number of faulty assumptions. First, it assumes that people are going to gamble anyway; thus, the state might as well get a piece of the action. Second, it assumes that given the choice, people would rather gamble in a state-sponsored program because it will be regulated. The state, the argument goes, will make sure that the program is fair and that each participant has an equal chance of winning. Third, it assumes that if the state enters the gambling arena, it will drive out illegal gambling because it will be a more efficient competitor for gamblers' dollars.



The arguments seem sound, but they are not. Although some people do gamble illegally, most citizens do not. Legalized gambling, therefore, entices people to gamble who normally would not gamble at all.



Second, legal gambling does not drive out illegal gambling. If anything, just the opposite is true. As legalized gambling comes into a state, it provides additional momentum for illegal gambling. The Organized Crime Section of the Department of Justice found that "the rate of illegal gambling in those states which have some legalized form of gambling was three times as high as those states where there was not a legalized form of gambling."(11) And one national review found that,



    In states with different numbers of games, participation rates increase steadily and sharply as the number of legal types of gambling increases. Social betting more than doubles from 35 percent in states with no legal games to 72 percent in states with three legal types; the illegal gambling rate more than doubles from nine percent to 22 percent; and commercial gambling increases by 43 percent, from 24 to 67 percent.(12)



Legalized gambling in various states has not been a competitor to, but rather has become a stimulator of illegal gambling.



The reasons for the growth of illegal gambling in areas where legalized gambling exists are simple. First, organized crime syndicates often use the free publicity of state lotteries and pari-mutuel betting to run their own numbers games. The state actually saves them money by providing publicity for events involving gambling. Second, many gamblers would rather bet illegally than legally. When they work with a bookie, they can bet on credit and don't have to report their winnings to the government. These are at least two things they can't do if they bet on state-sponsored games, and this explains why illegal gambling thrives in states with legalized gambling.



Another important issue is the corrupting influence legalized gambling can have on society. First, legalized gambling can have a very corrupting influence on state government. In the last few years there have been numerous news reports of corruption and fraud in state lotteries. Second, there is the corrupting influence on the citizens themselves. Gambling breeds greed. A person is seven times more likely to be killed by lightning than he is to win a million dollars in a state lottery.(13) Yet every single year, people bet large amounts of money in state lotteries because they hope they will win the jackpot. Moreover, states and various gambling establishments produce glitzy ads that appeal to people's greed in order to entice them to risk even more than they can afford.



Society should be promoting positive social values like thrift and integrity rather than negative ones like greed and avarice. We should be promoting the public welfare rather than seducing our citizens to engage in state-sponsored vice.



Economic Costs

Legalized forms of gambling (state lotteries, pari-mutuel betting, and casinos) are often promoted as good economic policy. Proponents say they are painless ways of increasing state revenue, and they can point to billions of dollars raised by state governments through various forms of legalized gambling. But there is another economic side to legalized gambling.



First, the gross income statistics for legalized gambling are much higher than the net income. Consider state lotteries as one example. Although about half the states have lotteries and the figures vary from state to state, we can work with some average figures. Generally, the cost of management, advertising, and promotion is approximately 60 cents of each dollar. In other words, for every dollar raised in a lottery, only 40 cents goes to the state budget. By contrast, direct taxation of the citizens only costs about 1 cent on the dollar. So for every dollar raised by taxes, 99 cents goes to the state budget.



Second, gambling adversely affects a state economy. Legalized gambling depresses businesses because it diverts money that could have been spent in the capital economy into gambling which does not stimulate the economy. Boarded-up businesses surrounding casinos are a visible reminder of this, but the effect on the entire economy is even more devastating than may be at first apparent. Money that could be invested, loaned, and recycled through the economy is instead risked in a legalized gambling scheme. Legalized gambling siphons off a lot of money from the economy. More money is wagered on gambling than is spent on elementary and secondary education ($286 billion versus $213 billion in 1990).(14) Historian John Ezel concludes in his book, Fortune's Merry Wheel, "If history teaches us anything, a study of over 1300 legal lotteries held in the United States proves...they cost more than they brought in if their total impact on society is reckoned."(15)



Sports Gambling

Although sports gambling is illegal in almost every state, there has been a push over the last few years to legalize it. One concern is how sports gambling has affected the integrity of the game. Illegal gambling has already adversely affected sports; legalizing it would simply make matters worse.



One issue revolves around how sports betting is done. Betting is done against a point spread. A team is picked to win by so many points. I have been surprised at how much the point spread has become a part of the game. You have probably gone to sporting events at which people in the stands were disappointed that their team did not beat the point spread. Even though the team won, some of the fans were upset that they did not defeat the team by enough points to cover the spread.



True fans are concerned if the team wins or loses. Gamblers, however, are concerned with whether the team was able to beat the point spread. Winning by one point is not enough if the point spread was three.



Sportswriters and sports broadcasters routinely announce that a team is favored by a certain number of points. They argue that reporting such information is appropriate because it is relevant to the game. But is it? I believe that when the headlines of a newspaper boldly state, "Denver Broncos favored by 6 points," they have gone far beyond merely reporting about a sporting event and are actually promoting sports gambling.



Sports gambling has affected sports by introducing organized crime into the sporting arena. Past scandals at Boston College or Tulane illustrate how gambling has adversely affected the integrity of athletes, coaches, and colleges. Players have been involved in point-shaving scandals and the problem could only become worse in an environment where sports gambling is legalized.



Another area of concern is how government would be involved in sports gambling. Legalizing sports gambling opens up the possibility (even the necessity) of governmental investigation. A wise sports decision might be questioned by a government oversight body. Imagine a football team picked to win by more than three points but leading by only one point with less than a minute left. Even if they were on their opponent's 20-yard-line, they might decide not to kick a field goal. To do so would risk the possibility of a blocked kick perhaps allowing the other team a chance to score. A wise coach might tell his team to sit on the ball and let the clock run out. The team would win, but not beat the point spread. Citizens who lost money would certainly call for an investigation to see if fraud was involved.



Obviously sports gambling takes place, even though it is illegal. There are good reasons why we should not legalize it. It is bad social policy, it is bad economic policy, and it is bad governmental policy. Sports gambling would not only be bad for these reasons but also because it would adversely affect the integrity of the game.



Biblical Perspective on Gambling

Even though the Bible does not directly address gambling, we can derive a number of principles from Scripture. First, notice the contrast between the Bible and gambling. The Bible emphasizes the sovereignty of God (Matt. 10:29-30), while gambling is based upon chance. The Bible admonishes us to work creatively and for the benefit of others (Eph. 4:28), while gambling fosters a "something for nothing" attitude. The Bible condemns materialism (Matt. 6:24 25), while gambling promotes it.



Let's also look at the "fruits" of gambling. First, gambling breeds a form of covetousness. The Tenth Commandment (Exodus 20) admonishes us not to covet. Coveting, greed, and selfishness are the base emotions that entice us to gamble. I believe Christians should be concerned about gambling if for no other reason than the effect it has on the weaker brother and how it will affect the compulsive gambler. State-sponsored gambling makes it harder for the compulsive gambler to reform. Legalized gambling becomes an institutionalized form of greed.



Second, gambling destroys the work ethic. Two key biblical passages deal with the work ethic. In Colossians 3:23-24 the Apostle Paul says,



    Whatever you do, work at it with all your heart, as working for the Lord, not for men, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving.



And in 2 Thessalonians 3:7,10, he says,



    For you yourselves know how you ought to follow our example....For even when we were with you, we gave you this rule: If a man will not work, he shall not eat.



The Twentieth Century Fund research group commented, "Gambling's get-rich-quick appeal appears to mock capitalism's core values: Disciplined work habits, thrift, prudence, adherence to routine, and the relationship between effort and reward."(16) These core values of the work ethic are all part of the free enterprise system and are part of the Christian life. Gambling corrupts these values and replaces them with greed and selfishness. Rather than depending upon hard work, gamblers depend instead upon luck and chance.



Third, gambling destroys families. Gambling is a major cause of family neglect. Many of the social costs associated with gambling come from its mindset. As people get caught up in a gambling frenzy, they begin to neglect their families. Money spent on lottery tickets or at horse tracks is frequently not risk capital but is income that should be spent on family needs. In 1 Timothy 5:8 it says that a person who refuses to care for his family is worse than an infidel. Parents must provide for their children (2 Cor. 12:14) and eat the bread of their labors (2 Thess. 3:12). When gambling is legalized, it causes people to neglect their God- mandated responsibility to care for their families, and these families often end up on welfare.



Fourth, gambling is a form of state-sponsored greed. We read in Romans 13 that government is to be a minister of God. Government should provide order in society and promote public virtue. Legalized gambling undercuts government's role and subverts the moral fabric of society through greed and selfishness promoted by a state-sponsored vice.



Gambling is bad social policy; it is bad economic policy; and it is bad governmental policy. Moreover, it undermines the moral foundations of society and invites corruption in government. As Christians, I believe we must stand against society's attempts to legalize gambling.



Notes

1. "Gambling in America," Gambling Awareness Action Guide (Nashville: Christian Life Commission, 1984), 5.



2. Sylvia Porter, "Economic Costs of Compulsive Gambling in U.S. Staggering," Dallas Morning News, 4 January 1984, 6C.



3. Charles Colson, "The Myth of the Money Tree," Christianity Today, 10 July 1987, 64.



4. Gary Becker, "Higher Sin Taxes: A Low Blow to the Poor," Business Week, 5 June 1989, 23.



5. Brad Edmonson, "Demographics of Gambling," American Demographics, July 1986, 40-41.



6. Curt Suplee, "Lotto Baloney," Harper's, July 1983, 19.



7. Julian Taber, "Opinion," USA Today, 14 August 1989, 4.



8. Borden Cole and Sidney Margolis, When You Gamble--You Risk More Than Your Money (New York: Public Affairs Pamphlet, 1964), 12.



9. "State Lotteries and Gambling--Results Have Not Equaled Expectations," USA Today, vol. 107, no. 2407 (April 1979), 1.



10. New York Times, 9 February 1980.



11. Emmett Henderson, State Lottery: The Absolute Worst Form of Legalized Gambling (Atlanta, Geo.: Georgia Council on Moral and Civil Concerns, n.d.), 26.



12. The Final Report of the Commission on the Review of National Policy Toward Gambling, 1976, 71.



13. Suplee, 15.



14. David Neff and Thomas Giles, "Feeding the Monster Called More," Christianity Today, 25 November 1991, 20.



15. Cited by William Petersen in What You Should Know About Gambling (New Canaan, Conn.: Keats Publishing, 1973), 37.



16. James Mann, "Gambling Rage: Out of Control," U.S. News and World Report, 30 May 1983, 30.



© 1997 Probe Ministries International



About the Author

Kerby Anderson is the president of Probe Ministries International. He received his B.S. from Oregon State University, M.F.S. from Yale University, and M.A. from Georgetown University. He is the author of several books, including Genetic Engineering, Origin Science, Living Ethically in the 90s, Signs of Warning, Signs of Hope, and Moral Dilemmas. He also served as general editor for Marriage, Family and Sexuality.



He is a nationally syndicated columnist whose editorials have appeared in the Dallas Morning News, the Miami Herald, the San Jose Mercury, and the Houston Post.



He is the host of "Probe," and frequently serves as guest host on "Point of View" (USA Radio Network). He can be reached via e-mail at kerby@probe.org.



What is Probe?



Probe Ministries is a non-profit ministry whose mission is to assist the church in renewing the minds of believers with a Christian worldview and to equip the church to engage the world for Christ. Probe fulfills this mission through our Mind Games conferences for youth and adults, our 3-minute daily radio program, and our extensive Web site at Probe.org



Further information about Probe's materials and ministry may be obtained by writing to:



Probe Ministries

2001 W. Plano Parkway, Suite 2000

Plano, TX 75075

(972) 941-4565

info@probe.org

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Copyright (C) 1996-2011 Probe Ministries

ship

Finance is the science of funds management.[1] The general areas of finance are business finance, personal finance, and public finance.[2] Finance includes saving money and often includes lending money. The field of finance deals with the concepts of time, money, risk and how they are interrelated. It also deals with how money is spent and budgeted. One facet of finance is through individuals and business organizations, which deposit money in a bank. The bank then lends the money out to other individuals or corporations for consumption or investment and charges interest on the loans. Loans have become increasingly packaged for resale, meaning that an investor buys the loan (debt) from a bank or directly from a corporation. Bonds are debt instruments sold to investors for organizations such as companies, governments or charities.[3] The investor can then hold the debt and collect the interest or sell the debt on a secondary market. Banks are the main facilitators of funding through the provision of credit, although private equity, mutual funds, hedge funds, and other organizations have become important as they invest in various forms of debt. Financial assets, known as investments, are financially managed with careful attention to financial risk management to control financial risk. Financial instruments allow many forms of securitized assets to be traded on securities exchanges such as stock exchanges, including debt such as bonds as well as equity in publicly traded corporations.[dubious – discuss] Central banks, such as the Federal Reserve System banks in the United States and Bank of England in the United Kingdom, are strong players in public finance, acting as lenders of last resort as well as strong influences on monetary and credit conditions in the economy.[4]

‘Greed Is Good’ – Remuneration, Motivation And Organisation

The 1980's business culture in the USA and internationally put a considerable emphasis on personal reward on the basis that highly motivated individuals could transform organisations and societies. The extreme example in film was Gordon Gekko in Wall Street stating that greed was good. The 90's, however, have seen companies traumatised and bankrupted by the inappropriate use of remuneration as a motivator. Yet major corporate successes have been built on reward based remunera... Keywords: remuneration,motivation,organisation Article Body: The 1980's business culture in the USA and internationally put a considerable emphasis on personal reward on the basis that highly motivated individuals could transform organisations and societies. The extreme example in film was Gordon Gekko in Wall Street stating that greed was good. The 90's, however, have seen companies traumatised and bankrupted by the inappropriate use of remuneration as a motivator. Yet major corporate successes have been built on reward based remuneration systems. Phones4U recently and Allied Dunbar in the financial services market is an earlier example. The notorious Barings Bank had individual traders on bonuses in the millions yet in the long term these motivated individuals were not fulfilling the company's objectives. Moreover even when an individual's reward system is based on entirely appropriate performance indicators, resulting in the organisation’s success and he or she is rewarded, there may still be problems arising from the large differential between salaries of senior people and those of middle management. A payment system that depresses or demotivates 10 people for every one it motivates may not be the best for the organisation. Wise organisations are therefore trying to reward and motivate all staff so that staff act energetically to further the corporation’s interests both short and long term and feel they have been treated fairly. However there must be properly in place the link between the items on which they are being rewarded and the actions they are able to take to influence the desired outcome. A wise organisation accepts that: • It is reasonable for the individual manager to act in his or her own interests. • Managers work for people not organisations and want to please the superiors closest to them, or failing that, their peer group. • Managers want to achieve and will be attracted to those tasks at which they know they can succeed, usually favouring the short term at the expense of the long term. The clear implication is that an organisation should lay some groundwork before relying on a remuneration structure to change performance and behaviour. In other words the management and organisation system must be in balance with the remuneration system. There are 5 major pre-conditions to the installation of an effective reward structure. 1. Measurement: “If you don’t measure it you won’t get it”. There are various measurement systems of which Balanced Scorecard, which sets multiple objectives and is used by Tesco, is perhaps the best known. 2. Monitoring: If the performance measures are not monitored properly or only monitored in a review at the year end, it can give the manager signals that they don’t really matter or, worse still, that failure is acceptable providing all the managers fail together. 3. Control of the tools for the job: The organisation must ensure that the individual is not over dependent on factors outside his control to achieve the performance measures set out (this is the ‘how’ part of the equation). 4. Consistency: Ensuring that short term organisational factors don’t over-influence managers or drive them from their real objective. The organisation must also ensure that its own design (be it bureaucratic or loose) is appropriate to what is being asked of managers. 5. Reward and strategy in line: An organisation's achieving a clear strategy is not an event that will take place in the future; it is a journey. A remuneration system can be put into an organisation even when it has a relatively muddled strategy providing that organisational and management disputes are resolved by reference to strategy and the “balanced score card”. Only then will there be pressure on the organisation to refine its strategy, structure and remuneration systems. Based on these 5 pre conditions, there is a checklist of 10 factors that the effective remuneration and reward structure must achieve: 1. Support the business strategy 2. Encourage the desired behaviour 3. Reward relevant performance 4. Be fair 5. Be substantial 6. Be tax efficient 7. Be timely (The reward must take place close to the achievement) 8. Incorporate non financial rewards (Recognition can be as important as cash) 9. Be firm (A bonus lost through missing target should not be recoverable whereas a salary increase should only be delayed until target is reached) 10. Be crystal clear

How do your meetings compare to this list?

1) Definition: A meeting is a business activity where select people gather to perform work that requires a team effort. 2) A meeting, like any business event, succeeds when it is preceded by planning, characterized by focus, governed by structure, and controlled by a budget. 3) Short meetings free people to work on the essential activities that represent the core of their jobs. In contrast, long meetings prevent people from working on critical tasks such as planning, communicating, and learning. 4) Three things guarantee an unproductive meeting: poor planning, lack of appropriate process, and hostile culture. Effective leaders attend to all of these to create an effective meeting. 5) Effective meetings require sharing control and making commitments. 6) The ultimate goals of every meeting are agreements, decisions, or solutions. Meetings held for other reasons seldom produce anything of value. 7) Unprepared participants will spend their time in the meeting preparing for the meeting. 8) It is better to spend a little time preparing for solutions than to spend a lot of time fixing problems. 9) Meetings are an investment of resources and time that should earn a profit. 10) A meeting can be led from any chair in the room. And if it’s your meeting, you want it to be your chair.

10 Things That Lead to One Great Meeting

Most leaders consider a person's ability to lead a meeting when making decisions about promotions. Here are ten tips will that will help you look like a leader by holding effective meetings. Keywords: effective meetings, business meeting, facilitation, steve kaye, facilitator, leadership, executives, meeting, success , minutes, agenda Article Body: Here are ten things that you can do to make your meetings more effective. 1) Avoid meetings. Test the importance of a meeting by asking, "What happens without it?" If your answer is, "Nothing," then don't call the meeting. 2) Prepare goals. These are the results you want to obtain by the end of the meeting. Write out your goals before the meetings. They should be so clear, complete, and specific that someone else could use them to lead your meeting. Also, make sure they can be achieved with available people, resources, and time. Specific goals help everyone make efficient progress toward relevant results. 3) Challenge each goal. Ask, "Is there another way to achieve this?" For example, if you want to distribute information, you may find it more efficient to phone, FAX, mail, E-mail, or visit. Realize that a meeting is a team activity. Save tasks that require a team effort for your meetings. 4) Prepare an agenda. Everyone knows an agenda leads to an effective meeting. Yet, many people "save time" by neglecting to prepare an agenda. A meeting without an agenda is like a journey without a map. It is guaranteed to take longer and produce fewer results. Note, without an agenda, you risk becoming someone else's helper (see tip #6 below). 5) Inform others. Send the agenda at least a day before the meeting. That helps others prepare to work with you in the meeting. Unprepared participants waste your time by preparing for the meeting during the meeting. 6) Assume control. If you find yourself in a meeting without an agenda walk out. If you must stay, prepare an agenda in the meeting. Collect a list of issues, identify the most important, and work on that. When you finish, if time remains, select the next most important issue. Note: you can use a meeting without an agenda to recruit help for your projects. 7) Focus on the issue. Avoid stories, jokes, and unrelated issues. Although entertaining, these waste time, distract focus, and mislead others. Save the fun for social occasions where it will be appreciated. 8) Be selective. Invite only those who can contribute to achieving your goals for the meeting. Crowds of observers and supporters bog down progress in a meeting. 9) Budget time. No one would spend $1,000 on a ten-cent pencil, but they often spend 40 employee hours on trivia. Budget time in proportion to the value of the issue. For example, you could say, "I want a decision on this in 10 minutes. That means we'll evaluate it for the next 9 minutes, followed by a vote." 10) Use structured activities in your meetings. These process tools keep you in control while you ensure equitable participation and systematic progress toward results.

10 Questions To Consider When Growing Your Business

Here's a provocation for the coming year, decade, century or millennium. By now, you've set a working direction for the year, established clear-cut objectives. Your first-iteration plan to reach them should be in place. This now seems like an ideal time to rethink the whole thing, doesn't it? After all, one of the effects of internet time is that plans are subject to change just as soon as - or perhaps even before - they are written. Along these lines of thinking, perha... Keywords: Article Body: Here's a provocation for the coming year, decade, century or millennium. By now, you've set a working direction for the year, established clear-cut objectives. Your first-iteration plan to reach them should be in place. This now seems like an ideal time to rethink the whole thing, doesn't it? After all, one of the effects of internet time is that plans are subject to change just as soon as - or perhaps even before - they are written. Along these lines of thinking, perhaps there are some items you missed. Maybe there are issues you didn't have time to consider, or even things your mind touched on, but quickly passed over to deal with more urgent and pressing events. If you are off-cycle, and on the verge of a new period, you can use this exercise ex ante, rather than ex post. To help you stimulate your neural pathways and hopefully create an idea or two, I offer the following thoughts for your consideration. These "considerations" are not sequenced in order of importance. I think they are important. 1. How far in the distance is your planning horizon? Most companies today plan 12-24 months out, calling anything beyond that "vision." Internet time implies a shortened time frame for activities, but does that time-collapse extend to a shortened vision as well? How much have you thought about what you will accomplish this decade? What will be your company's impact on the millennium? (OK - perhaps millennium is too far out. What about the century?) You may say you have more pressing fish to fry. Your investors would like to see increased returns sooner than that. While this might be true enough, taking the long view can inform the short view, leading to greater returns for years to come. What do you see when you take the long view? 2. How are your prospects' needs going to change? How is their world affected by the dramatic increases in connectivity and the compression of time? What are you doing to understand their changing environment - their changing business issues? What are you doing to improve your customer's business under these slippery conditions? To take it one step further, what do your customers' customers want? While you are at it, you might stop to consider how your suppliers' needs are changing? Could those changes open up new opportunities for you, or darkly portend changes downstream totally derailing your business model? What about your distributors? Is their world shifting? Can you both benefit? 3. Who in your organization simply isn't contributing? As they say, your mileage may vary from individual to individual but everyone has the responsibility to go some distance, to make something valuable happen. Not everyone will make good on that implied promise. The often observed 80-20 rule applies to your staff as well: 20% of your people will produce 80% of the value. That leaves 80% producing only 20%. Do the math: the bottom 10% of your organization produces almost nothing. Who isn't making the cut? Should you be doing something about it? You may think it beneficent to provide that bottom percent with a paying job - don't. It isn't. The non-performers know who they are, but they won't cut the cord on their own. Do what you can to help them reach the bar, but if after a while they don't make it, set them free to find an environment in which they can succeed. Free up your own resources for people who make a difference. 4. Are you creating solutions to today's problems? What about next week's, next year's, or the problems of several years from now? How are you figuring out what those problems are going to be, way out there on the time horizon? Because the solution you sell today should certainly address today's problems, but the solutions on today's drawing board better not. Who in your organization is responsible for trend-tracking and forecasting? Are you building scenarios for the future? What about prospect focus groups, or some other market-based feedback mechanism? Who is your resident futurist? 5. What do you believe about the business you are in? For most people this is a strange question - we rarely spend time thinking about our own beliefs. The collection of beliefs you hold about your business - what the Germans call Weltanschauung - is decisive in most of the choices you make. How much risk to take. What's risky and what isn't. What projects and initiatives to undertake. What kind of resources you need and whom to hire. Whom to partner with, or should you have partners at all? Cooperate or compete. How to treat your team. What your customers should expect from you. How hard do you expect people to work? All these decisions stem from your beliefs, and it will help you to make them explicit. Once you surface those beliefs, you can start to distinguish which are useful beliefs and which are not. What is the benefit of a particular belief? Is this belief relevant to your current world, or is it a holdover from some past part of life? Then, when you are ready, you can experiment with new beliefs. 6. What are the obstacles to proceeding along your current path? Yes - you've set a plan in motion, and you are taking steps toward its achievement. But what roadblocks may rise up to stop you? What things could get in your way - foreseen and unforeseen? (I know, if it's unforeseen how are you going to see it? Use your imagination, that's the point of this exercise.) Rank these obstacles in terms of likelihood, then rank them in terms of severity. Consider how you might deal with them if they come up. The value of this is a) like the Boy Scouts, you are better prepared; b) you may illuminate issues you have been trying to sweep under the rug; and c) you just may invent a whole new approach to get where you are going, and it just might be better than what you are doing now. 7. What, if you only knew how, would you be doing? What would you do now if you had additional resources - and should the lack of resources be stopping you? What, if you were sure it would be successful, would you jump on right away? What would you begin immediately, if your resources were limitless? (Yes, limitless can be relative.) What are you betting the future of your company on? What would you be willing to bet the future of your company on? 8. What are the most important issues, right now? Make separate lists for issues in your market and issues in your company. Which of these issues are you dealing with, which ones are on the backburner, and which ones aren't even in the kitchen? What are the processes you use to deal with these issues? Which issues are you ignoring, or hoping will go away? What breakthroughs might be possible by addressing or resolving issues in the latter category? Where are you "resolving" issues by compromising? What possibilities are available by refusing to compromise, or by breaking your compromises? What old stories or old ways of looking at things make these compromises seem inevitable? Where could new technologies (either material, virtual, or societal) be applied to break these compromises? 9. What are you sacrificing to accomplish your current objectives? The definition of sacrifice is giving up something of value for something of even greater value. Did you intend to give up that thing of value, or is it a thoughtless byproduct of your other choices? Do not dismiss this lightly. In your business there are a number of priority-conflicting critical success factors. These include profitability, product development, new sales, customer satisfaction, recruiting and retention, revenue growth, sufficient capital - which one gets the most attention? And in this operating cycle - will each area get the attention it needs? Even in a lower position of priority, these areas cannot be neglected. What isn't getting done that needs to be done and how are you going to do it? 10. What is the purpose of your organization? I don't just mean increasing shareholder wealth that simply won't inspire your people to greatness. What besides that - a given - is the purpose of your company. Purpose is not something you invent, it is there already - you have to uncover it. Why do you come to work each day? What do you hope to accomplish in the long run? What about your executive team? Your individual employees - why do they come? What do they think they are doing each day? Do you know? Have you bothered to find out? You've just completed a planning cycle, and I'm asking what your purpose is! If you can't answer this question easily, now would be a great time to start. Bonus question for consideration: Are there any questions I've listed above that you do not have easy answers to, but wish you did? Every so often I do an exercise called the "One-Hundred Questions." Download a copy of a recent 100 questions at http://www.paullemberg.com/tipsandtools.html, along with how to use this simple thought-provoker.

10 Things That Lead to One Great Meeting

Summary: Most leaders consider a person's ability to lead a meeting when making decisions about promotions. Here are ten tips will that will help you look like a leader by holding effective meetings. Keywords: effective meetings, business meeting, facilitation, steve kaye, facilitator, leadership, executives, meeting, success , minutes, agenda Article Body: Here are ten things that you can do to make your meetings more effective. 1) Avoid meetings. Test the importance of a meeting by asking, "What happens without it?" If your answer is, "Nothing," then don't call the meeting. 2) Prepare goals. These are the results you want to obtain by the end of the meeting. Write out your goals before the meetings. They should be so clear, complete, and specific that someone else could use them to lead your meeting. Also, make sure they can be achieved with available people, resources, and time. Specific goals help everyone make efficient progress toward relevant results. 3) Challenge each goal. Ask, "Is there another way to achieve this?" For example, if you want to distribute information, you may find it more efficient to phone, FAX, mail, E-mail, or visit. Realize that a meeting is a team activity. Save tasks that require a team effort for your meetings. 4) Prepare an agenda. Everyone knows an agenda leads to an effective meeting. Yet, many people "save time" by neglecting to prepare an agenda. A meeting without an agenda is like a journey without a map. It is guaranteed to take longer and produce fewer results. Note, without an agenda, you risk becoming someone else's helper (see tip #6 below). 5) Inform others. Send the agenda at least a day before the meeting. That helps others prepare to work with you in the meeting. Unprepared participants waste your time by preparing for the meeting during the meeting. 6) Assume control. If you find yourself in a meeting without an agenda walk out. If you must stay, prepare an agenda in the meeting. Collect a list of issues, identify the most important, and work on that. When you finish, if time remains, select the next most important issue. Note: you can use a meeting without an agenda to recruit help for your projects. 7) Focus on the issue. Avoid stories, jokes, and unrelated issues. Although entertaining, these waste time, distract focus, and mislead others. Save the fun for social occasions where it will be appreciated. 8) Be selective. Invite only those who can contribute to achieving your goals for the meeting. Crowds of observers and supporters bog down progress in a meeting. 9) Budget time. No one would spend $1,000 on a ten-cent pencil, but they often spend 40 employee hours on trivia. Budget time in proportion to the value of the issue. For example, you could say, "I want a decision on this in 10 minutes. That means we'll evaluate it for the next 9 minutes, followed by a vote." 10) Use structured activities in your meetings. These process tools keep you in control while you ensure equitable participation and systematic progress toward results.

10 Ways To Stimulate Employee Motivation

Summary: Today’s fast-moving business environment demands that the effective manager be both a well-organized administrator and highly adept in understanding people’s basic needs and behaviour in the workplace. Gaining commitment, nurturing talent, and ensuring employee motivation and productivity require open communication and trust between managers and staff. 1. Understand their behaviour People at work naturally tend to adopt instinctive modes of behaviour that are self-prote... Keywords: article employee motivation,employee motivation program,employee motivation reward,employee motivation theory,employee motivation poster,employee game motivation,employee motivation survey,employee motivation technique Article Body: Today’s fast-moving business environment demands that the effective manager be both a well-organized administrator and highly adept in understanding people’s basic needs and behaviour in the workplace. Gaining commitment, nurturing talent, and ensuring employee motivation and productivity require open communication and trust between managers and staff. 1. Understand their behaviour People at work naturally tend to adopt instinctive modes of behaviour that are self-protective rather than open and collaborative. This explains why emotion is a strong force in the workplace and why management often reacts violently to criticisms and usually seeks to control rather than take risks. So, in order to eliminate this kind of perspective and to increase employee motivation, it is best that you influence behaviour rather than to change personalities. Insisting what you expect from your employees will only worsen the situation. 2. Be sure that people’s lower-level needs are met. People have various kinds of needs. Examples of lower-level needs are salary, job security, and working conditions. In order to increase employee motivation, you have to meet these basic needs. Consequently, failures with basic needs nearly always explain dissatisfaction among staff. Satisfaction, on the other hand, springs from meeting higher-level needs, such as responsibility progress, and personal growth. When satisfaction is met, chances are employee motivation is at hand. 3. Encourage pride People need to feel that their contribution is valued and unique. If you are a manager, seek to exploit this pride in others, and be proud of your own ability to handle staff with positive results. This, in turn, will encourage employee motivation among your people. 4. Listen carefully In many areas of a manager’s job, from meetings and appraisals to telephone calls, listening plays a key role. Listening encourages employee motivation and, therefore, benefits both you and your staff. So make an effort to understand people’s attitudes by careful listening and questioning and by giving them the opportunity to express themselves. 5. Build confidence Most people suffer from insecurity at some time. The many kinds of anxiety that affect people in organizations can feed such insecurity, and insecurity impedes employee motivation. Your antidote, therefore, is to build confidence by giving recognition, high-level tasks, and full information. In doing so, you only not refurbish employee motivation but boost productivity as well. 6. Encourage contact Many managers like to hide away behind closed office doors, keeping contact to a minimum. That makes it easy for an administrator, but hard to be a leader. It is far better to keep your office door open and to encourage people to visit you when the door is open. Go out of your way to chat to staff on an informal basis. Keep in mind that building rapport with your staff will effectively increase employee motivation. 7. Use the strategic thinking of all employees. It is very important to inform people about strategic plans and their own part in achieving the strategies. Take trouble to improve their understanding and to win their approval, as this will have a highly positive influence on performance and increasing employee motivation as well. 8. Develop trust The quality and style of leadership are major factors in gaining employee motivation and trust. Clear decision making should be coupled with a collaborative, collegiate approach. This entails taking people into your confidence and explicitly and openly valuing their contributions. By simply giving your staff the opportunity to show that you can trust them is enough to increase employee motivation among them. 9. Delegate decisions Pushing the power of decision-making downward reduces pressure on senior management. It motivates people on the lower levels because it gives them a vote of confidence. Also, because the decision is taken nearer to the point of action, it is more likely to be correct. Consequently, by encouraging them to choose their own working methods, make decisions, and giving them responsibility for meeting the agreed goal will encourage employee motivation among your staff. 10. Appraising to motivate When choosing methods of assessing your staff’s performance, always make sure that the end result has a positive effect on employee motivation and increases people’s sense of self-worth. Realistic targets, positive feedback, and listening are key factors. If you follow these simple steps in increasing employee motivation, rest assured you will have a good working relationship with your staff at the same time boost you company’s productivity. Just bear in mind that people are employed to get good results for the company. Their rates of success are intrinsically linked to how they are directed, reviewed, rewarded, trusted, and motivated by the management.

Your Small Business Web Site

A web site is a crucial ingredient of your marketing strategy because it can widen your target market to include anyone who has access to a computer and the internet. So, how can you reach some of those internet surfers, and how can you capture some of the billions spent in ecommerce? small business web site, small business website Article Body: A web site is a crucial ingredient of your marketing strategy because it can widen your target market to include anyone who has access to a computer and the internet. Almost 60% of Canadians had access to the internet at home in 2003, and around 8 million had regular access to the internet from somewhere, either at home, at work or at school. And that’s just in Canada. Ecommerce sales from Canada were $7.2 billion, and we only captured 4% of the global ecommerce market! So, how can you reach some of those internet surfers, and how can you capture some of that $7.2 billion spent in ecommerce? First, you build it The first step is designing your website. If your company already has business cards and letterhead, it’s best to design your website around them. A matching corporate identity and website helps with branding. I like uncomplicated websites, with a simple layout and easy navigation. A nice, simple layout, with good graphics, balanced look and good color combinations is my #1 goal when designing a small business web site. Remember to use graphics sparingly and to optimize them for your website because internet surfers are impatient. If your page loads too slowly, they’ll leave. Navigation should be easy to find and to use, and it should be consistent from page to page. I’ve left more than one site frustrated because I couldn’t easily find their navigation. Small business web sites aren’t static. They evolve. You need to start somewhere, and starting with an introductory web site is probably easiest. All you really need to start is five pages. You can always add pages later. The important thing is to just do it—take the plunge and get it out there. Your five pages could include an index, or home page, about us, services, contact and a sitemap. The index page is your landing page. Typically its design is a little more detailed than the others, but it doesn’t have to be that way. I like to use CSS (cascading style sheets) for designing because it’s simply easier to build a web site and to edit its layout with CSS rather than just HTML (hypertext markup language) alone. A change on a CSS sheet changes all the pages on your site at once. Content is king Once your site is designed, you’ll want to start thinking about content. Design is very important, but it does little good to have a beautiful site without high-quality content. Your small business home page introduces you and your company—who you are and what you do. The about us page is usually used to give more detail than the home page about who you are, and your services page gives more detail about what you do. You might wonder why you’d “waste” a page on a sitemap since you only have 5 pages, but sitemaps help search engines find all the pages in your site. As far as content goes, more is better, up to a point. Your pages should be content rich and informative, but they also need to be relevant to your small business. If your visitor can’t figure out what your web site is about in just a few seconds, they may leave. The internet was at first strictly informational, and that’s how it remains today. Several times people have tried experiments using copywriting similar to direct mail sales letters, but they’ve all failed. It seems as if people surf the internet more for information than anything else. Knowing this will help you write pages people will want to read. Attracting visitors You could follow your instinct and just start writing, but wait. There’s research you must do first, or your web site simply won’t be high enough in searches to be found. Search engine optimization is far too big a subject to cover in this short article, but among other things, search engines find your pages based on keywords. So, pretend for a moment that you’re on the other side of the desk. If you were a customer of your own business, what words or phrases would you use to search for your product or service? Ask friends and neighbors how they’d search for your product or services. When you’ve come up with a few, check them out on a keyword suggestions tool. You can also use that tool to suggest similar words and phrases. Then find out how many results there would be if you searched for that term. What you want to do next is narrow down your choices to the words or phrases that are searched for the most, but have the fewest results. Remember that people generally don’t look beyond the first three pages for any search term, so if you’re not in the top three pages, your business is not likely to be found at all. If there are millions of results for your phrase, you might simply need to make it more specific. For example, let’s say you have a small business consulting company that specializes in communication for small business. Using “communication” as a search term is nearly pointless because there are almost 2 billion results for that word. But, there are only 974 results for “small business communication”. Much better, but how often is that searched for? According to WordTracker, it’s searched for 10 times a day. Not bad, but I think we can do better. How about “small business consulting”? That’s searched for 261 times a day, and there are 373,000 results. That could be the best primary phrase for a small business communication consulting company. What you want to do, is write your content around those words and phrases. You don’t want or need very many—three or four are plenty. Getting them to come back again and again Getting visitors to come back to your site again and again is relatively simple. Keep your content fresh and lively, make sure it’s informative, and add to it often. I hope you decide your small business needs a web site. It’s the best way I know how to reach a wider target audience with a relatively small investment.

5 Steps To Maximum Productivity

In every business too much time is wasted by owners and senior management on non productive acivities. The result is lower productivity and a significant loss of profits. Here are 5 simple ways to get rid of non productive tasks and boost your productivity. maximum productivity, pareto principle, non productive activities, non productive, low priority activities, time and effort Article Body: Do you know that you get 80% of your results from just 20% of your time and effort and consequently 80% of your time is virtually wasted on non productive activities?. Once you realize this it is easy to take advantage and either reduce the hours you work or significantly improve your productivity. The 80-20 rule was first discovered by Italian economist Vilfredo Pareto a hundred years ago. Using this knowledge is incredibly powerful in combating the "not enough hours in the day" mentality of today's society. The 80-20 rule means that in any area of our lives, literally 80 percent of our fruits are derived from only 20 percent of doing "what matters". In other words, there is only a very small portion of all that we do each day, regardless of the situation, that brings us the "higher return". How can you benefit from being aware of this principle? Implementing a strategy based on the 80-20 rule can result in greater wealth and greater leisure time? Just imagine how productive you will be if 80% of your time could be spent on productive activities. You have to realise that the things that matters most should never be at the mercy of activities that matter least. Here are 5 Steps to maximumise your productivity: 1) Keep a work log for at least a week Write down all of your activities and the time spent doing them. I appreciate this is time consuming initially but it is essential you get a true picture of your working week. 2) Analyse your activities Separate your activities into high priority - those that produce a return or where only you have the skills to do the work - and low priority - activities others can do where the activity can be delegated to support staff. You will almost certainly find that you are spending most of your time on low-priority activities rather than activities directly providing a return. In almost all businesses these non productive activities tend to absorb time at a far greater rate than they should. 3) Delegate non productive activities Once you can identify the low priority activities delegate as many as possible to support staff providing training where required. If necessary employ an additional member of staff to take responsibilities - the cost will be more than offset by your improved productivity. There may be a number of low priority activities you are tempted to keep. Unless it is absolutely unavoidable don't be tempted and don't get involved in non productive activities or your productivity will fall. 4) Calculate the time required for any remaining low priority activities Once you have delegated all that you can, your next step is to calculate how much time you should be spending on the remaining low priority activities to make maximum use of your productive time. Do not work disproportionately hard at these low priority activities and set aside specific time each day or week to complete them. 5) Prioritise your remaining activities Once you have cleared out the activities that do not bring you any return, it is time to turn your attention to the activities in your life that are bringing the most reward. Prioritise your activities and concentrate most of your time just on a few high-priority activities. The objective throughout is to maximize your results from the areas of high return and to delegate those activities that have a low return. Having to spend a disproportionate amount of time on non productive activities is a major source of stress for many businessmen. Delegating these activities will therefore have the added benefit of reducing the stress you are under. It is all about doing less work for greater return. For more success in life, whether that is more money, more time with your family or just making time for golf you should start implementing the 80-20 rule immediately. It will help your career as well as your personal life and, as a bonus, following the 80-20 rule day in and day out can make you very wealthy over the long term.

5 Techniques To Hyperforming Employees

As a manager strides into the office among the staff, he has the power to positively shift the outlook of the employee for the entire day.

Words, gestures, even the expression on your face spell the difference in how an employee perceives your opinion of them. These unconscious actions tell the employee what they mean to you and how valuable they are to you as a manager and to the organization.

Letting the employee feel needed and appreciated is a key factor to maintain...



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Article Body:
As a manager strides into the office among the staff, he has the power to positively shift the outlook of the employee for the entire day.

Words, gestures, even the expression on your face spell the difference in how an employee perceives your opinion of them. These unconscious actions tell the employee what they mean to you and how valuable they are to you as a manager and to the organization.

Letting the employee feel needed and appreciated is a key factor to maintaining maximum employee morale and motivation. If your employees feel that they play a key role in the company by the work they provide, then they are much more likely to say that they like their job and to strive to better themselves at that job. For many, feeling valued is just as important as high pay, and promotions.

Let's build zest with these tactics:

1.Let them feel your presence. Coming to work and announcing your arrival is a great way to motivate employees and get them upbeat on the first hour of the day. Striding through the doors and simply saying good morning with a smile on your face can make all the difference in the world.

2. Verbal Acknowledgement. This kind of commendation doesn’t have to be over dramatic or exaggerated, most times showing respect for your employees by saying simple things like please and thank you are easy and effective ways to motivate your employees.Praise like “you did a great job” when the employee deserves it is sure fire way that verbal praise can work to motivate employees.

3. Lay clear expectations. Communicating deadlines, milestones, and job objectives are essential to completing company mandates efficiently. Sometimes these things are reported very well but they may change. These changes may not be discussed in detail and therefore causes employees to feel that they are either not important enough to be told why the changes are taking place, or that the manager has made a mistake. Neither of these thoughts will lead to a motivated employee. One way to prevent this is to always get some kind of feedback from the employee about the job so that you are certain that he knows what is expected. If there is a change in a project, inform the employee why. Keep them part of the solution to the problem.

4. Provide employees regular feedback. Let the employee know when he is doing a commendable job. On the flip side, let the employee know when you are not pleased with the outcome and state your reasons. This is a great opportunity to let the employee know how they can do better next time. Ask the employee if there is anything that you as a manager can do to help with the change. Solicit feedback from the employee. Talk it over and enjoy a real discussion. This will make the employee feel like you are not offend about the job, but that you are genuinely concerned and willing to help rectify the problem.

5. Generate consequences. Make sure to not only tell the employee when you are satisfied with the work, but also provide recognition for marvelous work. A personally written thank you card is an effective and inexpensive way to do this. When an employee fails to meet company expectations, it is demotivating to other workers, after all, they may think, “If he isn’t doing it why should I?” That is why it is so important to broadcast consequences for those who do not perform as expected. Be consistent with consequences among the staff.

Employees will love working with you and you will enjoy working with them as you take a few minutes out of your day to butter their emotions. Spend time with employees during and after work. Demonstrate that you care and value them as important members of the company.