Sitting in virtual meetings almost every week since March as been quite an experience. I think I’ve learned a few things – a few do’s and don’ts about how to best interact with your colleagues and boss. 

The COVID-19 virus has changed the business landscape seemingly overnight. There is no doubt that many businesses are not going to survive an extended shutdown of the economy, but Richard Randall believes there are steps leaders can take to give their businesses the best chance of making it.

Accountability was once a personal virtue, “The buck stops here.” Now it’s no longer personal virtue, it’s the result of actions by your boss, your constituents or your coach.

Fresh from the holidays, batteries recharged, you’re all ready to start a new year of business.  Twelve new months, 52 new weeks stretch out before you.  Do you and your team have a coherent plan for this New Year? I’ll bet many of you don’t.

The York County Economic Alliance (YCEA) has appointed its leader for 2020, along with four new board members.

For more than three decades, companies in the United States have attempted expanding trade with China, motivated by low labor costs and the market potential of the world’s most populous nation. Promoters of China trade have promised that increased trade would eventually democratize China. That sounds good, but it isn’t working.

In August, the Business Roundtable issued a new “Statement on the Purpose of a Corporation.” If you are a shareholder, the value of your shares is no longer top-of-mind for these CEOs. You are just another “stakeholder.”

Do you have a mentor? If not, are you a mentor for others? If you answered no to both of those questions, I think you should give consideration to either getting a mentor or being one.

A manager recently asked me for some advice. He was trying to motivate his people to improve efficiency. I’ve always thought the best way to motivate people is to show them where they fit in the big picture and how improving performance is good, not just for the company and its owners, but for them.

Would you be willing to put any and all of your employees in front of an important customer and allow them to have a conversation? If your answer is ‘no way,’ that’s an unfortunate statement about some of your people. It would be good to think about that.

To plan military strategy, you would start by gathering facts. You would want detailed information about the enemy’s disposition, numbers, armaments and war-fighting doctrine. You’d want detailed maps of the terrain, climate reports and reports on the population where the fighting might take place. You would want frequent, regular updates to this information. Do you take that kind of approach to your business or nonprofit strategy?