2011 Management Planning Sharpe 
Rich Gee Group
JANUARY 13, 2011
Dress nicely and if you want to, add an element of flair to your wardrobe — a scarf, a sharp tie, a cool belt, cool shoes. I wore what they wore — sharp shirts and expensive slacks. Next post: Creating A Life Plan. What did I do? I watched what all of my superiors were wearing — and guess what? Again, thanks for the good advice.
N2Growth Blog
MAY 16, 2010
If your company’s long-term business plan requires the acquisition, or retention of the uber employee then your business not only has a risk management issue, but it is likely not scalable. Talent is clearly a plus as long as it is a value add and not a business requirement.
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Next Level Blog
OCTOBER 6, 2010
After he used the Trib’s own retirement plan as leverage to buy the company, Zell brought in as CEO a former morning zoo style radio shock jock named Randy Michaels. The example from the Trib is extreme in that it’s rare for management to codify bad behavior as official company policy. What about you?
Women on Business
JANUARY 24, 2011
Being sharp means being succinct. For example, as a designer/writer, my skills are not well applied to bookkeeping or financial management. If you rely on searches for your background research, so will those you work with (if they are sharp). Include a press release approach both to business planning and communication.
Strategy Driven
OCTOBER 26, 2011
Scrap your iron-clad five-year plan. To help prevent this, develop a short-term plan with a six- to nine-month outlook. This plan will help you get through the year. Also, create a longer-term plan with a seventeen- to eighteen-month strategy. Also, create a longer-term plan with a seventeen- to eighteen-month strategy.
Harvard Business Review
MAY 19, 2015
On September 17, 2011, Occupy Wall Street took over Zuccotti Park, in the heart of the financial district in Lower Manhattan. The contrast is sharp and it is no accident. Namely, they create clarity of purpose, forge shared values, plan effectively, and connect to the mainstream.
Strategy Driven
OCTOBER 21, 2011
Forced to do more with much less, the small businesses that have managed to survive and even thrive during these tough times have recognized one important factor: You can’t always compete on price, but you can compete on service. Making cuts to employee perks or customer service perks is not a long-term plan for survival.
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