Intelligence might be built into our DNA, but what about creativity and problem-solving? Not so, experts say. So, if it can be taught, how can we learn? We ask some local brainiacs for their tips for inspiring outside-the-box thinking.
Raley’s recently nabbed the coveted Retailer of the Year award from Wine Enthusiast, thanks to Director of Alcohol and Beverage Curtis Mann
The planning stage of our December issue typically starts with a conversation reviewing what we mean by “innovation.” Technology is often only part of it — a starting point, if that. Notable innovation hinges on better solutions to existing problems.
A problem thought to be facing a person or group of people that entrepreneurs are looking to solve through goods and/or services.
Back in 1998, two family businesses —Holt Bros. and Tenco Tractors — merged into one, for a total of three families now under one business roof at Holt of California. Twenty years later, they rely on a long history of leadership transitions to select the next in line for succession.
It would have been impossible to predict that from the card table in my grandmother’s living room, I would start a business in 1987, now called Byers Enterprises, and 30 years later would have grown it from a single contractor to an 87-employee full-service roofing, gutter and solar business.
Do your eyes roll when you hear the words “mission statement?” You are not alone.
Many of you work at organizations with a mission statement that is now gathering dust on a shelf, framed on a wall or, even worse, carved in stone above your portal. If the following sounds familiar, you’re in trouble:
1. Discuss your values and motivations. Explore your family’s motivations behind your giving to better understand what you want to accomplish. By identifying core values, you’ll be able to direct your support to mirror the causes important to you.
A number of the Capital Region’s most prominent family-owned businesses — like the River Cats — have made social responsibility a core tenet of their companies, employing staff and consultants to help make their programs central to who they are and how they operate.
Call it a disagreement, difference of opinion or power struggle, but family-owned businesses are no less likely to have challenges about how things are run than any other company.
Here are my top three reasons why family businesses need systems:
My assistant “Jane” has a reduced work week, from 8:30 a.m. to 3:30 p.m. I agreed to this when she was hired. However, two years later, I now need her to work more hours. I don’t need or want to hire an additional person — I just need her to work an 8-hour day. But she doesn’t want to. What can I legally do?
When an at-will termination is at issue, there are certain steps to take and considerations an employer should evaluate to minimize the risk of later becoming the target of a wrongful termination lawsuit.
Why is change so difficult? At its core, change is intrinsically personal. While organizations may collectively seek to change, the decision resides at the individual level. As we seek to change behaviors, we need to incorporate three actions to succeed:
I recently made an offer to a new director of communications for my company. However, I then found out this individual had posted to Facebook asking friends for feedback on two job offers — one for my company and another for a local competitor. I was horrified and I want to remove my offer. Any advice on how to tactfully prevent this from happening in the future?
Stop what you’re doing — which is probably a lot, all at once. As it turns out, experts say multitasking drains your brain power and dilutes the quality of your work. Luckily there’s a solution: Start mono-focusing.
What if we’re doing it all wrong? What if instead of trying to do 37 things at once, we just try and do one thing at a time — what some productivity experts call either “mono-tasking,” “mono-focus” or “uni-tasking”— and do the job well?
Giving back and making an impact are critical priorities among millennials, and Metro EDGE members are no different. Forbes characterized our generation as one that integrates “the causes they care about into their daily routines and purchase behaviors.” But it goes beyond selecting specific brands or businesses that give back to our global community or position themselves as businesses that do good. Millennials want to participate and see tangible results.
We have a female employee who reported sexual harassment from a male coworker. The woman didn’t want to come forward, but once the CEO found out, he felt he had an obligation to handle the claim. We currently are without an HR manager. What is the proper way to handle this? Should an investigation be made?
What exactly is the difference between a leader and a manager? We often use these terms interchangeably, but the skills necessary to be effective in these roles are quite different. One involves looking beyond day-to-day needs to see the big picture, while the other means focusing on the details. Both require a service toward others.
According to numbers from the Sacramento Area Council of Governments, the region needs to be building an average of 12,000 homes per year to meet demand. Here are five projects in the works: