All great businesses and organizations are built on three legs which must be equally balanced 1. decision rights, 2. incentives and 3. measurements. [more]

Often our organizations have a good story, we just don’t tell it well.  By building a process for getting our target audience to hear the best about us, we can gain donors/customers.   [more]

Often our intentions in business are quite different than our actions, which causes organizational and communication dissonance. [more]

Little good comes from panic, though through the hardest of times we are challenged to remain patient.  One way to do this is to remember that the more things change, the more they stay the same. [more]

Great organizations depend on great research and all ideas can and should be tested before  being rolled out into the market. [more]

If there is something you’d really like to do, now is the time to measure it, then if it is anything short of fatal, do it. [more]

Being a good cause will not attract sufficient customers to your social business; you must first have a good product with a competitive distinction. [more]

When revenue is a problem, often we hide using planning and worrying over taking action.  Great non-profit executives translate problems into plans to address those problems then adjust as the plan takes hold. [more]

Once we see the truth as it is, we can still view things optimistically and our plans gain more traction by doing so. [more]

Risk and reward is the basis of all successful financial systems so the US government must not intervene in such a way as to put that system out of balance.  [more]