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The Associated Press: No decision on Oyster Creek cooling towers: "No decision on Oyster Creek cooling towers
By ANGELA DELLI SANTI (AP) – 12 hours ago"
Tuesday, December 15, 2009
Sunday, December 13, 2009
Friday, December 11, 2009
Thursday, December 10, 2009
Monday, December 7, 2009
Monday, November 16, 2009
Choose To Serve
I don't know what your destiny will be, but one thing I do know: the only ones among you who will be really happy are those who have sought and found how to serve- Albert Schweitzer
Service: An act of assistance or benefit; a favor
There is not a day that goes by that I don't think about our brave men and women in the trenches defending my right to express opinions, and live in a democracy, to pursue my happiness and my right to be free. While I comfortably write this blog in a plush leather chair that I literally sink into, The men and women of our armed forces are fighting for their very lives under extreme and dangerous conditions that "most" of us have only seen in the movies. Many of these brave individuals are alone in this world with noone to remember them and noone waiting for them when they get back. Just think about this for a minute. The soldiers are all gathered around their tents and mail is called, yet John or Steve's name is not called...Why? Because noone is there except for their brothers and sisters in arms...
When was the last time you said thanks to someone in our armed forces for their courage, fortitude, their valor. Sure on Veterans Day everyone jumps on the band wagon, but how about a week after, a month later, a year down the line on no particular day for no particular reason except that you genuinely care and they deserve to hear it. What are you doing right now to make the life of our soldiers just a little more tolerable? Our soldiers are such twentyfour hours a day and seven days a week. Do you know that a care package or a little note can go a long way in reminding them how much you truly appreciate their service.
While we sleep snug in our cozy homes quite possibly surrounded by family and friends that love us. We have fresh clothes and baths at our disposal as well as smiles, hugs and all the things that make life worth living. Our soldiers are in harms way fighting to ensure that the world is a better place to live in.
In less than seven weeks we will be ushering in a new year. Many of us will jot down resolutions and make plans to ensure our successful future. Why don't you do something a little different this time around. How about pledging to reach out to our military. Maybe you can volunteer or become a Pen Pal or maybe you can reconnect with a family member who is serving or served. It doesn't matter in what capacity you choose to serve as long as you serve.
Enrichment Opportunities
http://www.anysoldier.com/
http://www.uso.org/
http://www.coolourtroops.com/
http://www.returningsoldiers.us/donations.htm
http://www.woundedwarriorproject.org/
Stories of service
http://navystories.net/navystories_files/index.htm
http://www.digiclub.org/sofs/
http://www.navymemorial.org/
Service: An act of assistance or benefit; a favor
There is not a day that goes by that I don't think about our brave men and women in the trenches defending my right to express opinions, and live in a democracy, to pursue my happiness and my right to be free. While I comfortably write this blog in a plush leather chair that I literally sink into, The men and women of our armed forces are fighting for their very lives under extreme and dangerous conditions that "most" of us have only seen in the movies. Many of these brave individuals are alone in this world with noone to remember them and noone waiting for them when they get back. Just think about this for a minute. The soldiers are all gathered around their tents and mail is called, yet John or Steve's name is not called...Why? Because noone is there except for their brothers and sisters in arms...
When was the last time you said thanks to someone in our armed forces for their courage, fortitude, their valor. Sure on Veterans Day everyone jumps on the band wagon, but how about a week after, a month later, a year down the line on no particular day for no particular reason except that you genuinely care and they deserve to hear it. What are you doing right now to make the life of our soldiers just a little more tolerable? Our soldiers are such twentyfour hours a day and seven days a week. Do you know that a care package or a little note can go a long way in reminding them how much you truly appreciate their service.
While we sleep snug in our cozy homes quite possibly surrounded by family and friends that love us. We have fresh clothes and baths at our disposal as well as smiles, hugs and all the things that make life worth living. Our soldiers are in harms way fighting to ensure that the world is a better place to live in.
In less than seven weeks we will be ushering in a new year. Many of us will jot down resolutions and make plans to ensure our successful future. Why don't you do something a little different this time around. How about pledging to reach out to our military. Maybe you can volunteer or become a Pen Pal or maybe you can reconnect with a family member who is serving or served. It doesn't matter in what capacity you choose to serve as long as you serve.
Enrichment Opportunities
http://www.anysoldier.com/
http://www.uso.org/
http://www.coolourtroops.com/
http://www.returningsoldiers.us/donations.htm
http://www.woundedwarriorproject.org/
Stories of service
http://navystories.net/navystories_files/index.htm
http://www.digiclub.org/sofs/
http://www.navymemorial.org/
Friday, November 13, 2009
Perseverance
"No person was ever honored for what he received. Honor has been the reward for what he gave."
— Calvin Coolidge
30th president of the United States
per⋅se⋅ver⋅ance /ˌpɜrsəˈvɪərəns/ Show Spelled Pronunciation [pur-suh-veer-uhns]
–noun 1. steady persistence in a course of action, a purpose, a state, etc., esp. in spite of difficulties, obstacles, or discouragement.
2. Theology. continuance in a state of grace to the end, leading to eternal salvation.
-----------------------------------------------------------
Your Work Search Companion | The Power of Perseverance: the Gift You Give Yourself
— Calvin Coolidge
30th president of the United States
per⋅se⋅ver⋅ance /ˌpɜrsəˈvɪərəns/ Show Spelled Pronunciation [pur-suh-veer-uhns]
–noun 1. steady persistence in a course of action, a purpose, a state, etc., esp. in spite of difficulties, obstacles, or discouragement.
2. Theology. continuance in a state of grace to the end, leading to eternal salvation.
-----------------------------------------------------------
Your Work Search Companion | The Power of Perseverance: the Gift You Give Yourself
Tuesday, November 10, 2009
Teamwork!
TEAM = Together Everyone Achieves More
People who work together will win, whether it be against complex football defenses, or the problems of modern society."
Vince Lombardi (1913-1970), football coach for the NFL
Merriam-Webster
Main Entry: team·work
Date: circa 1828
: work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.
---------------------------------------------------
Business Academy: Lessons From The U.S. Navy
Bill Reichert, 08.08.09, 6:00 AM ET
Few civilians have the opportunity to stand atop a nuclear power plant driving 100,000 tons of steel through the ocean. Yet there I was, a Prius-driving, granola-eating, anti-gun, Left Coast Californian, on board one of the world's largest aircraft carriers, the USS Nimitz, as part of a Navy outreach program designed to give ordinary landlubbers like me a perspective on the mission and operations of a naval strike group.
While I hardly fit the stereotype of the typical armed forces booster (I am inclined to favor green technology over weapons of mass destruction), I discovered during my visit I could learn a lot from understanding how a small city floating on the ocean operates.
During the 30 hours I spent observing and conversing with sailors and pilots, I recognized several principles at work that make the Navy so successful. These are not unique to running an aircraft carrier, but represent important lessons for anyone interested in entrepreneurship, innovation, teamwork and management.
1. Inspiration. Having a big, meaningful goal is a tremendous force for inspiration, motivation and cohesion. The Navy's mission is not some vague, abstract, feel-good paragraph in a business plan; it is concrete and easy to understand: to make the world safe.
At least that was my takeaway. In addition to defending America, fighting terrorists and rescuing victims of piracy, the Navy helped the victims of the tsunami in 2004 and Hurricane Katrina in 2005.
Though individual stories varied, the sense of pride and accomplishment among those with whom I spoke was powerful. Even in the best organizations, such pride is extremely rare.
2. Perspiration. If you have an inspirational goal, your employees will work hard. The Nimitz does not offer a 9-to-5 workday. Some days, crews are on the flight deck inhaling noxious fumes for 14 or 16 hours, into the wee hours of the morning, to ensure every plane gets back safely.
A maintenance chief told me that, given the age of the planes and the stress of carrier flying, a plane typically requires 25 hours of maintenance for every hour of flight time. Seems inefficient, but can you imagine the consequences of taking a shortcut?
3. Precision. The operations on board a nuclear aircraft carrier pose extraordinary danger; a simple mistake can result in death. Yet I watched scores of planes take off and land on a moving platform without a hitch. The activity on the flight deck at first seems random and informal--no stiff spines or tight formations--but, really, it is an intricately choreographed ballet.
4. Teamwork. Watching these young people maintain, fuel, catapult and pilot F-18s, it's clear it's not about who is the hottest dog on the deck. Every person we talked with spoke about his or her dependence on, and confidence in,
the team--to maintain the planes, to assemble the ordnance, to steer the ship, to guide the pilots in, to move the aircraft and a thousand other critical tasks, small and large. Each person counts on other members of the team to get their part of the job done, and no one person can take the credit for success, or benefit from another's failure.
5. Accountability. There is no contradiction between a culture of teamwork and the need for individual accountability. In the Navy, everything and everyone is monitored and measured.
During launch cycles, the drill is to get a plane catapulted off the deck every 60 seconds.
According to our hosts, during the training exercise we watched, the greatest variation off that was 15 seconds. (Imagine if O'Hare could match that!)
6. Training. The Navy invests an enormous amount in developing the skills of its people. One officer I spoke with (at about 1 a.m.) told me his story--of joining the Navy as a somewhat unfocused 18-year-old.
Now, almost 20 years later, he is responsible for scores of people and millions of dollars of equipment, and is only a few credits short of his master's degree. No matter where they started, the men and women who rise through the ranks of the Navy are astoundingly competent.
7. Balance. The week before our visit, the Nimitz lost five crewmembers in a helicopter accident. These were not strangers; these were co-workers and friends. In this line of work, death is all too real, and there is a deep reverence for those who have given their lives in the service of their country.
Yet there is also an irreverence that pops up quite frequently. The captain, in welcoming us, referred to the aircraft carrier as being "kind of like a jail, except there's the possibility of drowning." And the pilot nicknames like "Freak Show" and "Booger" help ensure no one takes themselves too seriously.
8. Respect. In the Navy, if you don't like someone because of their race or creed, you have the opportunity to change your mind, because that person may be sleeping in a bunk 14 inches from you. Respect isn't an altruistic ethic; it's a necessity.
As I looked around the bridge at the diverse team of men and women running this multibillion-dollar acme of American technological accomplishment, I thought, Why can't all of America be like this?
While many high-tech companies are well-integrated when it comes to race and creed (less so gender), when it comes to respect among individuals, most organizations have a lot to learn.
Certainly the Navy is not perfect. Egos, frustrations and resentments lurk. People make mistakes, and bad things happen. Not everyone agrees with all the decisions made up the chain of command or back in Washington. The Navy understands that it is not well-served by squashing open communication, but, as in all organizations, there is a time and a place for debate, and the deal is that you do what the organization needs you to do when you are on the line.
Many entrepreneurs may find modeling an organization and its culture on the Navy an unappealing concept. But that's because they don't really understand what makes the Navy one of the most effective organizations on the planet. Like any other successful business or group, it's about the people, not the technology. The key is harnessing the incredible potential of every individual through inspiration, training and teamwork.
Honor. Courage. Commitment. Not bad principles for any company.
Bill Reichert is a managing director of Garage Technology Ventures, a seed-stage venture capital firm based in Palo Alto, Calif. He is also a member of the Council on Foreign Relations.
People who work together will win, whether it be against complex football defenses, or the problems of modern society."
Vince Lombardi (1913-1970), football coach for the NFL
Merriam-Webster
Main Entry: team·work
Date: circa 1828
: work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.
---------------------------------------------------
Business Academy: Lessons From The U.S. Navy
Bill Reichert, 08.08.09, 6:00 AM ET
Few civilians have the opportunity to stand atop a nuclear power plant driving 100,000 tons of steel through the ocean. Yet there I was, a Prius-driving, granola-eating, anti-gun, Left Coast Californian, on board one of the world's largest aircraft carriers, the USS Nimitz, as part of a Navy outreach program designed to give ordinary landlubbers like me a perspective on the mission and operations of a naval strike group.
While I hardly fit the stereotype of the typical armed forces booster (I am inclined to favor green technology over weapons of mass destruction), I discovered during my visit I could learn a lot from understanding how a small city floating on the ocean operates.
During the 30 hours I spent observing and conversing with sailors and pilots, I recognized several principles at work that make the Navy so successful. These are not unique to running an aircraft carrier, but represent important lessons for anyone interested in entrepreneurship, innovation, teamwork and management.
1. Inspiration. Having a big, meaningful goal is a tremendous force for inspiration, motivation and cohesion. The Navy's mission is not some vague, abstract, feel-good paragraph in a business plan; it is concrete and easy to understand: to make the world safe.
At least that was my takeaway. In addition to defending America, fighting terrorists and rescuing victims of piracy, the Navy helped the victims of the tsunami in 2004 and Hurricane Katrina in 2005.
Though individual stories varied, the sense of pride and accomplishment among those with whom I spoke was powerful. Even in the best organizations, such pride is extremely rare.
2. Perspiration. If you have an inspirational goal, your employees will work hard. The Nimitz does not offer a 9-to-5 workday. Some days, crews are on the flight deck inhaling noxious fumes for 14 or 16 hours, into the wee hours of the morning, to ensure every plane gets back safely.
A maintenance chief told me that, given the age of the planes and the stress of carrier flying, a plane typically requires 25 hours of maintenance for every hour of flight time. Seems inefficient, but can you imagine the consequences of taking a shortcut?
3. Precision. The operations on board a nuclear aircraft carrier pose extraordinary danger; a simple mistake can result in death. Yet I watched scores of planes take off and land on a moving platform without a hitch. The activity on the flight deck at first seems random and informal--no stiff spines or tight formations--but, really, it is an intricately choreographed ballet.
4. Teamwork. Watching these young people maintain, fuel, catapult and pilot F-18s, it's clear it's not about who is the hottest dog on the deck. Every person we talked with spoke about his or her dependence on, and confidence in,
the team--to maintain the planes, to assemble the ordnance, to steer the ship, to guide the pilots in, to move the aircraft and a thousand other critical tasks, small and large. Each person counts on other members of the team to get their part of the job done, and no one person can take the credit for success, or benefit from another's failure.
5. Accountability. There is no contradiction between a culture of teamwork and the need for individual accountability. In the Navy, everything and everyone is monitored and measured.
During launch cycles, the drill is to get a plane catapulted off the deck every 60 seconds.
According to our hosts, during the training exercise we watched, the greatest variation off that was 15 seconds. (Imagine if O'Hare could match that!)
6. Training. The Navy invests an enormous amount in developing the skills of its people. One officer I spoke with (at about 1 a.m.) told me his story--of joining the Navy as a somewhat unfocused 18-year-old.
Now, almost 20 years later, he is responsible for scores of people and millions of dollars of equipment, and is only a few credits short of his master's degree. No matter where they started, the men and women who rise through the ranks of the Navy are astoundingly competent.
7. Balance. The week before our visit, the Nimitz lost five crewmembers in a helicopter accident. These were not strangers; these were co-workers and friends. In this line of work, death is all too real, and there is a deep reverence for those who have given their lives in the service of their country.
Yet there is also an irreverence that pops up quite frequently. The captain, in welcoming us, referred to the aircraft carrier as being "kind of like a jail, except there's the possibility of drowning." And the pilot nicknames like "Freak Show" and "Booger" help ensure no one takes themselves too seriously.
8. Respect. In the Navy, if you don't like someone because of their race or creed, you have the opportunity to change your mind, because that person may be sleeping in a bunk 14 inches from you. Respect isn't an altruistic ethic; it's a necessity.
As I looked around the bridge at the diverse team of men and women running this multibillion-dollar acme of American technological accomplishment, I thought, Why can't all of America be like this?
While many high-tech companies are well-integrated when it comes to race and creed (less so gender), when it comes to respect among individuals, most organizations have a lot to learn.
Certainly the Navy is not perfect. Egos, frustrations and resentments lurk. People make mistakes, and bad things happen. Not everyone agrees with all the decisions made up the chain of command or back in Washington. The Navy understands that it is not well-served by squashing open communication, but, as in all organizations, there is a time and a place for debate, and the deal is that you do what the organization needs you to do when you are on the line.
Many entrepreneurs may find modeling an organization and its culture on the Navy an unappealing concept. But that's because they don't really understand what makes the Navy one of the most effective organizations on the planet. Like any other successful business or group, it's about the people, not the technology. The key is harnessing the incredible potential of every individual through inspiration, training and teamwork.
Honor. Courage. Commitment. Not bad principles for any company.
Bill Reichert is a managing director of Garage Technology Ventures, a seed-stage venture capital firm based in Palo Alto, Calif. He is also a member of the Council on Foreign Relations.
Monday, November 9, 2009
Eight Things To Do Now!
With the unemployment rate racing towards 10% and the unstable state of our financial markets. There is little wonder why most employees are feeling the squeeze and it's not only at the pump, ($2.66 national average) but also at work. Case in point, The L.A. City Council voted a 5% pay cut for non-union employees. No doubt to help offset the much publicized state deficit, but this seems to be the modus operandi every where . The Montgomery Township in New Jersey ( 6 miles from Princeton University) voted today on a 10% pay cut across the board including the mayor's salary. And even the much loved(tee-hee) Irish Cattle & Sheep Farmers’ Association has called for a 10% pay cut for public sector workers.
So you see the crunch is on. But it is important to make the best of these times and know that the markets will stabilize and we will be once again on solid ground.
Here are eight recession proof tips that will help you get the most out of life right now!
1) Invest for the long haul. Bloomberg says the S&P is at its lowest since 1991. Forget the so-called “hot tips” and follow renowned investor Peter Lynch's lead, who became wealthy with just a handful of ten baggers. Go with the tried and true, but do invest.
2) Update your skills. About 20,000 pink slips are issued every day. Make sure you have more to offer than the next guy by keeping your expertise fresh. The way to do this without disrupting your schedule is to look online or buy a book. Also industry specific trade publications can keep you in the know.
3 ) Set Goals. I help my clients develop a business plan for the business of life. Start small with a five year plan and be honest. What do you “really” want to be doing in five years?
4) If you've lost your job then it's time to update your resume and find “industry specific” recruiters to work with you. A well-connected recruiter can make all the difference in the world.
5) Have a hobby? Why not turn it into a business. Recessions are notorious for producing entrepreneurs. Here are some examples: http://tiny.cc/KU7lq
6) Think cash. Keep one credit card and pay off the rest. If, you can't pay them off then don't use them. Cash is king!
7) Stop Spending. Now is not the time to take on frivolous debt. Think of purchases as investments. Before spending your money think about what you are getting in return. Make sure it is worth it.
8) Lastly learn to be grateful. Count your blessings. Take pleasure in the small things in life. When was the last time you watched a sunset or went out for Ice cream? Reach out and talk to old friends and family.
Focus on all you do have and not on what you don't.
Ruth Alvarez is Director/CEO at The Galena Foundation.
So you see the crunch is on. But it is important to make the best of these times and know that the markets will stabilize and we will be once again on solid ground.
Here are eight recession proof tips that will help you get the most out of life right now!
1) Invest for the long haul. Bloomberg says the S&P is at its lowest since 1991. Forget the so-called “hot tips” and follow renowned investor Peter Lynch's lead, who became wealthy with just a handful of ten baggers. Go with the tried and true, but do invest.
2) Update your skills. About 20,000 pink slips are issued every day. Make sure you have more to offer than the next guy by keeping your expertise fresh. The way to do this without disrupting your schedule is to look online or buy a book. Also industry specific trade publications can keep you in the know.
3 ) Set Goals. I help my clients develop a business plan for the business of life. Start small with a five year plan and be honest. What do you “really” want to be doing in five years?
4) If you've lost your job then it's time to update your resume and find “industry specific” recruiters to work with you. A well-connected recruiter can make all the difference in the world.
5) Have a hobby? Why not turn it into a business. Recessions are notorious for producing entrepreneurs. Here are some examples: http://tiny.cc/KU7lq
6) Think cash. Keep one credit card and pay off the rest. If, you can't pay them off then don't use them. Cash is king!
7) Stop Spending. Now is not the time to take on frivolous debt. Think of purchases as investments. Before spending your money think about what you are getting in return. Make sure it is worth it.
8) Lastly learn to be grateful. Count your blessings. Take pleasure in the small things in life. When was the last time you watched a sunset or went out for Ice cream? Reach out and talk to old friends and family.
Focus on all you do have and not on what you don't.
Ruth Alvarez is Director/CEO at The Galena Foundation.
Friday, November 6, 2009
Working With The Enemy: Ft. Hood and Beyond
According to OSHA, over 2 million workers are victims of workplace violence yearly and an average of two workers die daily in its clutches. Most recently the Yale murder of Annie Le and the Ft. Hood shooting have brought our attention once again to this bubbling health issue. But why is this happening and how can we safeguard our workers?First we must understand what is workplace violence.The OSHA Fact Sheet on workplace violence states that it is the threat of violence against workers. It can occur at or outside the workplace and can range from threats and verbal abuse to physical assaults and homicide. By the previous definition, I am sure that most of us have been victims or the perpetrators of workplace violence Think about it. How many times have you called someone a superlative(off-color comment) at work due to a sub standard job performance, a leaked personal anecdote or because half of your lunch was missing? These are incidents the average Joe or Jane would laugh at and shrug off. Someone who is not will react quite differently. Some believe a significant portion of workplace violence can be attributed to depression. Psychologists point to specific mood changes such as irritability, short-temperament, feelings of hopelessness,inability to focus and so on as tell-tale signs of a brewing condition. In the Ft. Hood case there have been several reports indicating that the suspect was visibly upset about his impending deployment. In the Yale case there are published reports of altercations between the accused and the victim due to workplace protocol conflicts. Even these behaviors could easily be rationalized as par for the course in a work environment. At one point or another we have all been irritated and upset due to the actions of a co-worker or, most frequently management. According to The National Institute For The Prevention of Workplace Violence, one of 10 Americans (10%) say they work in an atmosphere where physical violence has occurred because of stress, with 42% saying their workplace is a place where yelling and verbal abuse takes place. The fact is, like my grandma use to say "cada cabeza es un mundo..." That means every head is a universe and it really is. We have no way of knowing what someone is thinking when we make a statement or gesture or if individuals who display the aforementioned symptoms are on the verge of committing a heinous act on their colleagues.
Do you know how many thoughts your mind processes daily? According to Jim Fannin ( A-Rod's performance coach) most people have an average of 2,500 thoughts a day and over half of those thoughts are in a state of flux. Once we throw environmental considerations and genetics into the equation, the issue of workplace violence becomes fodder for the slippery slope theorists. All is not lost. There are a few things that can be done to help create a harmonious and ultimately safe workplace.
- First a zero -tolerance policy can go a long way towards discouraging derogatory comments or negative behavior in the workplace. Though it is important to enjoy your work, it is equally as important to be professional and remember that you are paid for your expertise, not (in most cases) your sparkling wit.
- Be kind: 34% of American workers cite rudeness as a major source of stress If you are stressed you are more likely to engage in destructive behaviors.
- Deal immediately with inappropriate behavior. follow your company's established standards, if none are in place address your concerns with your management.
- Trade war stories. Research conducted at Kansas State University suggests that men find the retelling of past challenges an effective way of dealing with stress. Knowing that you are not alone in your situation or predicament can offset the harsh blow of reality and make you less inclined to act out of frustration and helplessness which often leads to workplace violence.
- Lastly know your limits. If you feel you cannot cope or overwhelmed please get help. I have listed resources at the end of this article.
The bottom line is there are no tried and true preventions for workplace violence. It has and can strike at any place, person or time. Do your part to make your workplace safe and hopefully the wheat will separate from the chaff... - http://tiny.cc/tA7NS
- http://www.pe2000.com/anger.htm
- http://tiny.cc/TSL4S
Thursday, November 5, 2009
Defining Value Partnerships
After twelve years of networking in the power industry It is clear to me now more than ever the importance of value partnerships. But before we can attempt to venture out onto this high wire, we need to understand what exactly it is.
What is a value partnership? It is a relationship forged on the basis of like-minded ideals, goals and most importantly values with the understanding of reciprocity. Ideals, goals and values are three free-standing concepts that may intertwine with each other, but in itself are mutually exclusive. Ideals are based on what one aspires.
From a corporate structure we are looking at future projections of growth and what it will take to get there. From a personal stance Ideals are the impetus that propels us forward to pursue and ultimately achieve goals. First the concept has to take hold in the form of our imagination or our mind's eye. As soon as we are able to hold this image in our psyche then it becomes an ideal.
Goals come into existence once the ideal is formulated, accepted and maintained. Goals are essentially dreams with a timeline. They instill passion and excitement and help us feel relevant. It is the same in a corporate structure.
Corporations have clearly defined fiscal goals and meeting those time lines enables the corporations to extend bonuses, expand service areas and add value to their employees through planned social events and job recognition. Yes it takes money to make money.
Values are a bit trickier. Values, contrary to popular belief, have very little to do with material possessions. It is more in line with doing that which you revere and honor consistently. For example if you attend religious services regularly then religion or the belief in God would be seen as a value. Corporations also have value systems from which they make decisions on whether they will extend employment. Here is a corporate values statement from a fortune 500 company:
Corporate Values
In all our relationships we will demonstrate our steadfast commitment to:
Leadership
We will be a world-class leader in every aspect of our business and in developing our team leadership skills at every level; in our management performance; in the way we design, build and support our products; and in our financial results.
Integrity
We will always take the high road by practicing the highest ethical standards, and by honoring our commitments. We will take personal responsibility for our actions, and treat everyone fairly and with trust and respect.
Quality
We will strive for continuous quality improvement in all that we do, so that we will rank among the world's premier industrial firms in customer, employee and community satisfaction.
Customer Satisfaction
Satisfied customers are essential to our success. We will achieve total customer satisfaction by understanding what the customer wants and delivering it flawlessly.
People Working Together
We recognize our strength and our competitive advantage is -- and always will be -- people. We will continually learn, and share ideas and knowledge. We will encourage cooperative efforts at every level and across all activities in our company.
A Diverse and Involved Team
We value the skills, strengths, and perspectives of our diverse team. We will foster a participatory workplace that enables people to get involved in making decisions about their work that advance our common business objectives.
Good Corporate Citizenship
We will provide a safe workplace and protect the environment. We will promote the health and well-being among our corporate family. We will work with our communities by volunteering and financially supporting education and other worthy causes.
Enhancing Shareholder Value
Our business must produce a profit, and we must generate superior returns on the assets entrusted to us by our shareholders. We will ensure our success by satisfying our customers and increasing shareholder value.
Integrity,Quality, Leadership,Customer satisfaction, Good Citizenship and Tolerance are values described in the previous statement. When they make a hiring decision it is based on these core values and principles.
Corporations and individuals want to align themselves with those who can share more than just a beer.
When you actively pursue forming value partnerships you are in essence building a supportive network of individuals and companies that share your value system wholly and in most instances partially. The key word here is "supportive." It does no one any good to form alliances that are not reciprocal in nature.
A quick story that comes to mind is my own experience. When I first registered with Linked In, I quickly joined every group of interest and accepted every invitation with little regard to whom, what or where. After a year or so, I wanted an introduction to a contact. It took reaching out to five different contacts on my list to finally make the introduction. The four previous contacts did not respond to my request and were consequently dropped from my list.
The moral of the story is simple connecting for the sake of connecting is oftentimes not the best use of your time. Always keep in mind what you are trying to accomplish and how you can add value to your company and your relations. Most importantly make sure those you align yourself with are also givers and not just takers.
Motivational Speaker and Author Brian Tracy said it best when he said
What is a value partnership? It is a relationship forged on the basis of like-minded ideals, goals and most importantly values with the understanding of reciprocity. Ideals, goals and values are three free-standing concepts that may intertwine with each other, but in itself are mutually exclusive. Ideals are based on what one aspires.
From a corporate structure we are looking at future projections of growth and what it will take to get there. From a personal stance Ideals are the impetus that propels us forward to pursue and ultimately achieve goals. First the concept has to take hold in the form of our imagination or our mind's eye. As soon as we are able to hold this image in our psyche then it becomes an ideal.
Goals come into existence once the ideal is formulated, accepted and maintained. Goals are essentially dreams with a timeline. They instill passion and excitement and help us feel relevant. It is the same in a corporate structure.
Corporations have clearly defined fiscal goals and meeting those time lines enables the corporations to extend bonuses, expand service areas and add value to their employees through planned social events and job recognition. Yes it takes money to make money.
Values are a bit trickier. Values, contrary to popular belief, have very little to do with material possessions. It is more in line with doing that which you revere and honor consistently. For example if you attend religious services regularly then religion or the belief in God would be seen as a value. Corporations also have value systems from which they make decisions on whether they will extend employment. Here is a corporate values statement from a fortune 500 company:
Corporate Values
In all our relationships we will demonstrate our steadfast commitment to:
Leadership
We will be a world-class leader in every aspect of our business and in developing our team leadership skills at every level; in our management performance; in the way we design, build and support our products; and in our financial results.
Integrity
We will always take the high road by practicing the highest ethical standards, and by honoring our commitments. We will take personal responsibility for our actions, and treat everyone fairly and with trust and respect.
Quality
We will strive for continuous quality improvement in all that we do, so that we will rank among the world's premier industrial firms in customer, employee and community satisfaction.
Customer Satisfaction
Satisfied customers are essential to our success. We will achieve total customer satisfaction by understanding what the customer wants and delivering it flawlessly.
People Working Together
We recognize our strength and our competitive advantage is -- and always will be -- people. We will continually learn, and share ideas and knowledge. We will encourage cooperative efforts at every level and across all activities in our company.
A Diverse and Involved Team
We value the skills, strengths, and perspectives of our diverse team. We will foster a participatory workplace that enables people to get involved in making decisions about their work that advance our common business objectives.
Good Corporate Citizenship
We will provide a safe workplace and protect the environment. We will promote the health and well-being among our corporate family. We will work with our communities by volunteering and financially supporting education and other worthy causes.
Enhancing Shareholder Value
Our business must produce a profit, and we must generate superior returns on the assets entrusted to us by our shareholders. We will ensure our success by satisfying our customers and increasing shareholder value.
Integrity,Quality, Leadership,Customer satisfaction, Good Citizenship and Tolerance are values described in the previous statement. When they make a hiring decision it is based on these core values and principles.
Corporations and individuals want to align themselves with those who can share more than just a beer.
When you actively pursue forming value partnerships you are in essence building a supportive network of individuals and companies that share your value system wholly and in most instances partially. The key word here is "supportive." It does no one any good to form alliances that are not reciprocal in nature.
A quick story that comes to mind is my own experience. When I first registered with Linked In, I quickly joined every group of interest and accepted every invitation with little regard to whom, what or where. After a year or so, I wanted an introduction to a contact. It took reaching out to five different contacts on my list to finally make the introduction. The four previous contacts did not respond to my request and were consequently dropped from my list.
The moral of the story is simple connecting for the sake of connecting is oftentimes not the best use of your time. Always keep in mind what you are trying to accomplish and how you can add value to your company and your relations. Most importantly make sure those you align yourself with are also givers and not just takers.
Motivational Speaker and Author Brian Tracy said it best when he said
"Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, "What's in it for me?"Be the former, not the latter.
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