A Reputation Online = An Operational Bottom Line

Back in the early 1990s, President George H.W. Bush gave a famous speech in which he referenced “the new world order.”

Although President Bush was referring to something completely different, the term ‘new world order’ would, I believe, be appropriate as a moniker for conducting business in the Internet age; put another way, the Internet has created a “new world order” in which businesses are exposed on a 24/7 basis to a worldwide audience, and are also subject to constant scrutiny.

And that ‘New World Order’ reality has lead to the growing importance of what has become known as “online reputation management”.

To be clear, “online reputation management” is generally defined as an organization’s—or individual’s—efforts to influence or control the business’ or individual’s online reputation; in the age of the Internet and social media, most often reputation management is seen as a concerted effort to have some influence in protecting a singular reputation.

And there is far more than simple ego or narcissism at play with reputation management. For businesses, it is critically important that misinformation about any aspect of a company not be allowed to circulate without any attempt made at correcting errors or falsehoods; search engines—particularly Google—have become important drivers of business, as both consumers and other businesses seek out information on companies prior to selecting with whom they will conduct business.

With that reality in mind—and the understanding that often the ‘best defense is a strong offense”– a growing number of companies are devoting considerable time and resources to their own online reputation management. While it is, of course, impossible to have ‘control’ over everything that is written about an organization, it is possible to both monitor and influence what is online; at a minimum, the goal of successful online reputation management should be ensuring that factually incorrect information that could potentially damage the company and its reputation is not disseminated without any response.

For many business owners, especially smaller to mid-size companies with limited resources, the notion of diverting precious time and money to a somewhat ‘abstract concept’ such as reputation management might seem to be a bit of a stretch. And while I can empathize with those who believe that there are other priorities that must be addressed in order to succeed in business, I would respectfully disagree.

In the year 2015—and likely for many years to come—the Internet plays an integral role in shaping public perception of all businesses, from the largest multinational corporations to the corner pizzeria or grocery store. In fact, according to a recent study by the Reputation Institute, more than 56 percent of companies say the reputation management is a “high priority” for their Executive Management and Board of Directors.

And the simple fact of the matter is smart businesses recognize this reality, and rather than bemoan the need to divert resources, they develop an intelligent reputation management plan and include it as a basic tenet in their organization’s overall business plan.

To that end, here are some simple facts that need to be taken into consideration when a business or organization is considering what efforts it will need to succeed in the field of online reputation management:

  • Assess The Current State of Your Company’s Online Reputation:

Before a company can begin to devise an appropriate plan for dealing with the challenges presented by managing its online reputation, it’s vital that there be an accurate assessment of what the public currently finds when it researches your company online. While some larger organizations may have the resources required to perform this task, given the breadth and scope of the Internet, most companies will likely have to consider hiring an external vendor that specializes in this field.

To assist in this effort, it may also be useful for those in Senior Management to perform an honest and thorough assessment of the company’s recent past, and current strengths and weaknesses; all companies have areas in which they excel, and other areas that present challenges, and this type of honest assessment may prove useful in addressing any negative issues regarding the company’s online reputation—to paraphrase an old saying, the goal in developing a strong online reputation is to ‘accentuate the positive, and eliminate the negative.’

  • Recognize That Reputation Management Must Be Ongoing & Plan Accordingly:

Most business owners understand the notion of “putting out fires”, which translates as tackling often unforeseen challenges that arise during the course of conducting business.

However, unlike singular problems that may arise during the course of everyday business, the issue of online reputation management is an ongoing, continuous effort. The search engines—such as Google or Bing—that decide what information and where is posted about a company on their websites rely on a multitude of factors, including news, social media and other events.  In other words, just because your company’s online reputation looked fine last week doesn’t guarantee it will remain that way going forward.

The ‘battle’ to protect your company’s reputation online is unrelenting—or at least, it should be if done properly.

  • Understand—And Plan To Act Upon—The Impact of Social Media:

Whether it’s via Facebook, Twitter, or any number of other social media websites, the ability of a business’ customers to voice their opinions about the company is easily accessible—and frankly, omnipresent.

Now, on a big picture level, that’s actually a positive—unlike many other nations around the world, we live in a thriving democracy and the right to Free Speech is one of the most critically important civil rights that are enjoyed by all Americans. In lieu of recent world events, Americans should—now more than ever—appreciate and value the right to free speech, and understand that it’s neither universal nor irreversible.

However, like all rights and freedoms, the right to free speech is subject to abuse, and there are those who—for whatever personal or professional reasons—choose to use social media to deliberately do damage to the reputation of either individuals or businesses. It is, in a sense, the ‘price’ we all pay for the right to universal free speech. Still, incorrect or deliberately negative attacks on a business on social media can be quite harmful—as information is shared online between thousands of individuals within a matter of minutes.

That’s why many businesses hire staff whose sole duties revolve around the company’s presence in the world of social media; any efforts made in protecting a company’s online reputation must ensure that it includes monitoring—and providing content and input into—social media sites.

Ultimately, like all aspects of running a successful business, the responsibility for protecting a company’s hard-earned reputation cannot be entirely outsourced. It falls to Senior Management of any organization to recognize the critical role that the Internet plays in determining how their company is seen by current and potential customers, literally around the globe.

It can often take many years of hard work to build a strong reputation as a quality business. Therefore, it’s well worth the time and effort required to ensure that hard-earned reputation is not lost or damaged as a result of some erroneous–or nefarious–online information.

America, Inc.: The Pros/Cons Of A ‘CEO President’

Jevin Sackett

Despite all the hand-wringing, America remains the world’s largest and most dominant economic and military power—and, as a result, the nation’s president remains arguably the most powerful person on the planet.

Not surprisingly, given its size and scope, the American government can also be an enormous, unwieldy entity; divided into three equal branches—Executive (the President & his cabinet), Legislative, and Judicial—the U.S. government also has a massive budget that is unparalleled by even the largest companies in the world.

For example: In 2014, the U.S. federal government spent an eye-popping $3.8trillion!

In addition to that massive fiscal responsibility, as Commander-in-Chief of the American military, the President also has to provide leadership to a world awash in political and military instability and upheaval. It could even be argued that, given recent world events, not since the days of the last World War has the American president faced as many challenges, both at home and abroad.

So any way you choose to look at it, being President of the United States is, as musicians are wont to say, “a tough gig.”

With a presidential election now just over a year away, both major political parties are in the process of selecting their respective nominees.

Interestingly, despite their ideological differences, one thing both parties share as we enter yet another presidential election cycle is the seemingly perpetual question: what leadership qualities are required for a successful presidential nominee and—ultimately—our next president?

Many American voters—of all political stripes—have expressed a desire to consider a political ‘outsider’ as their next president, particularly one with hands-on experience “running” a large organization; the thought behind this idea is that the same qualities that make for a successful business leader could—theoretically—transfer to the political world, and therein better prepare the next president for the seemingly endless financial and geopolitical challenges ahead.

But that poses an interesting question: does having leadership experience in the business world provide the experience and acumen required to be a successful president?

Unless you have resided under a (well insulated) rock the last few months, you’ve likely heard this question—in various forms—debated in American media. Of course, the driving factor behind that debate has been the (seemingly) omnipresent figure of Donald Trump, whose lengthy resume includes decades of prominent real estate development and, in recent years, his presence on the hit television program “The Apprentice.”

More recently, adding fuel to the debate about the merits of having a ‘CEO President’, has been the rising popularity of presidential candidate Carly Fiorina, former CEO of tech giant Hewlett-Packard. Like Trump, Fiorina touts her years as Chief Executive of one of the world’s most prominent tech companies as a substantial asset that would provide her with the requisite leadership skills needed to succeed as American president.

Although vastly different in both style and substance, by reaching the top tier of Republican presidential sweepstakes, Trump and Fiorina are forcing both the voters and pundits to confront the real possibility of having a business-trained, ‘non-politician’ as America’s next president.

Like anything having to do with entrepreneurialism, there are risks and rewards—or in this case, potential pros and cons—to selecting a business leader to run the American government, military and foreign policy.

Putting aside the specific individual personalities of prospective candidates, from the perspective of a fellow Chief Executive, here’s what I see as being the benefits–and potential drawbacks–of a President with a business-oriented resume:


  • Financial savvy: Perhaps the strongest argument in favor of “hiring” a President with a business-oriented background would be the fiscal acumen (and one hopes discipline) that a former business leader would bring to both the Oval Office and Washington, D.C. America’s national debt is approaching $19 trillion, and with a rapidly aging population there will be considerably greater demand on programs such as Social Security and Medicare in the next few years; combine that with Washington’s penchant for ‘pork’—projects that serve the interests of few at the expense of many—and the idea of a president inclined to wield a responsible fiscal ‘stick’ becomes quite appealing indeed
  • Leadership skillsOne of the core traits of any successful business leader is the ability to put forward a ‘big picture vision’, and then build both the team and widespread consensus required to work toward that goal. Political preferences aside, it is hard to argue that over the last several years in Washington, there has been much ‘consensus’ leadership on display. It could be argued that a president with a proven track record in the business world, which illustrated the ability to ‘bring people together’ from various points of view, might be able to fill the considerable vacuum of visionary, and consensus-building leadership in our nation’s capital
  • Interpersonal SkillsAs I have discussed in previous columns, the ability to successfully interact and communicate with other senior leaders—as well as audiences both internal and external—is a critical component for achieving success as a business leader. That same skill is needed by a successful president; thirty years ago, despite their vast differences, Ronald Reagan and Mikhail Gorbachev established a strong personal relationship that played a role in diffusing Cold War tensions between the American and Russian super powers. That ability—to get beyond personal differences and work towards a mutually beneficial destiny—is a characteristic that could, potentially, be transferred from the ‘wheeling and dealing’ world of business to that of a President actively involved in world (and domestic) diplomacy.


  • Division of Powers: America’s Founding Fathers were very wise men who took great precautions to ensure that no one branch of government—or individual, including the President—wielded too much power. As a result, our nation has three branches of government, with Constitutionally-mandated equal powers. In real terms, that means that in order for a president to see his ‘vision’ come to pass, he must convince the Legislative branch—Congress—to pass the laws required to achieve his presidential goals. As we’ve seen in recent years, that’s often easier said than done, and can often require considerable political acumen and experience that a former business leader may not necessarily bring with him or her to the Oval Office.
  • Requisite Geopolitical Knowledge/Experience: It can be argued that few presidents arrive on the first day of their job with the required amount of foreign policy knowledge and experience, especially given the critical leadership role that a president plays in setting the national—and indeed, global—political agenda. However, it can also be argued that somepresidents, particularly those who either bring with them senior level political experience garnered from either the statehouse (i.e. governors) or Washington (i.e. Senators, former Cabinet members) at least have a baselineof knowledge about global affairs and/or trade and commerce. Other than senior business leaders of multi-national companies, few Chief Executives would bring with them to D.C. much hands-on acumen about global affairs or trade.
  • Lack Of ‘Glad Handing’ Skills: Although there is, of course, a certain amount of ‘office politics’ at play in any organization, there is a vast difference between that, and the type of national political campaigning required to be elected president. Chief Executives tend to be ‘can-do’ people who are more results-oriented, and while there may be some executives who could endure—and perhaps even enjoy—the lengthy, costly and unwieldy process of running for the highest office in the land, many others would find the process onerous; in addition, ‘kissing babies’ and taking ‘selfies’ are not the kind of events that most successful CEOs would normally gravitate towards. Simply put, unlike many ‘professional’ politicians, business people are not ‘natural campaigners’.

Without a doubt, the 2016 Presidential Election is shaping up to be one of the most fascinating, unpredictable races in modern times. Based on early results—and we are, after all, still a full year out from election day—there appears to be a palpable desire among the electorate to–at the very least–give serious consideration to ‘non-traditional’ politicians as our next President, including at least two former/current Chief Executive Officers.

Time, as it always does, will ultimately tell whether the American electorate is truly ready to recruit our next President from the ranks of Corporate America.

In the interim, the debate over transferring a business leader from his—or her—executive corner office to the famed Oval one in Washington is likely to heat up in the coming months.

Corporate Communications: Can You Hear Me Now?

conference hall

In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer.

As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.

Now, on the surface, that may seem to be a given—after all, in business it’s only natural that within an organization employees consistently communicate with their managers, while externally, salespeople regularly communicate with their customers. However, as an organization grows, it also becomes increasingly important that the company consistently communicate with all of its stakeholders—internally as well as externally–as well as the media, which often serves as the conduit for communication between business and the public.

For the senior management of any business, the task of successfully communicating—both internally and externally—has always been somewhat of a challenge, albeit a necessary part of ‘doing business.’ Entrepreneurs are, by their nature, often more focused on building their businesses, rather than sharing their corporate stories.

It’s also ironic, but true, that in this Information Age–where the available tools for communication have never been easier to access and utilize–successful ‘Corporate Communications’ has actually become more challenging.

The fact is that in the Internet age–where even your cell phone can provide limitless amounts of news and information at a moment’s notice–people are constantly inundated with information from a seemingly endless number of sources.

Breaking through that informational ‘din’, and actually connecting with your target audience, is indeed a challenge for all business leaders, and one that requires considerable effort and commitment.

For example: in the case of our company, Sackett National Holdings (SNH), successful communications has never been more important. This year, we’re experiencing unprecedented growth, and as a result, we’ve also been hiring a considerable number of new employees to keep up with that expansion.

That is, of course, good news.

Still, it’s increasingly important that we ensure that all of our employees—both existing and new hires—are kept abreast of our diverse and growing business.  As we strive to ensure that all of our employees understand the current state of our company–and the direction it’s headed going forward—internal corporate communications has become an even more important priority for our Senior Management team.

One of the benefits of having a ‘tech savvy’ company such as SNH is that we are well suited to utilize technology to benefit not only our clients, but our own internal communication efforts as well.

Still, like many growing and diverse companies, one of the challenges we face in achieving our internal communications objectives is basic geography. Our corporate headquarters is located in Las Vegas, but we also have a large office in San Diego, as well as offices in Ohio and Kansas City; in a less-technological age, that geographic disparity would present significant logistical problems for our communication efforts.

Enter the benefits of technology.

As a method of bridging the geographic distance between our regional offices, and ensuring ‘consistent and clear’ corporate communications—our company recently began providing employees a “CEO Communication” webcast; initially broadcast live, and then posted online for several days in case any employees were unavailable during the original webcast, this video allows me—in my capacity as Chief Executive Officer–to speak directly to all  SNH employees, and deliver the good news about our company’s growth and success.

In that same broadcast, we also made a point of singling out several employees for their exceptional work, and thanking them for their efforts on behalf of the company. In addition to sharing information about our company’s growth, we also included some lighter fare, such as photos from company gatherings as well as contests offering employees prizes.

And while internal webcasts are most useful as a means of updating and connecting with staff, I also believe that maintaining the ‘human touch’ is an important element in our internal corporate communication efforts. To that end, we recently held company ‘Town Hall’-type meetings in San Diego and Las Vegas—providing employees with a chance to hear directly from Senior Management about the status of our company, as well as fielding corporate questions from those in attendance.

I was very pleased to find that, in response to an internal survey, 94 percent of our employees said they welcomed the ‘Town Hall’ events, and hoped we would conduct many more on a regular basis; while happy with that result, I wasn’t the least bit surprised, because I recognize the inherent and natural desire of employees to be kept ‘up to speed’ with what’s happening at their place of employment.

Concurrent to our internal communications efforts, our company is also expanding our efforts to reach out to external stakeholders—including current and potential customers—to share information about both our organization, and the innovative products and services we offer.

With double-digit growth, rapid expansion and unique and innovative products to proffer, we’re proud of SNH’s corporate ‘story’, and are committed to the communication efforts required to share our story often, and with as many stakeholders as possible.

In the business world, most commerce can be divided into one of two categories: business-to-business (B2B) as well as business-to-consumer (B2C). At SNH, we’re fortunate to have subsidiaries that are industry leaders in both B2B as well as B2C businesses.

While there may be some minor differences in the way a company approaches communication for a B2B versus B2C audience, it’s imperative that the corporate messaging for both be clear and consistent—and fully aligned with an organization’s internal communications; the several hundred employees who work for our company are our strongest ‘brand’ ambassadors, and ensuring they are fully engaged with our company’s progress is key to our success.

When devising a corporate communications plan, it’s important to keep in mind that throughout all of history, there’s never been a time when information was more readily available–everywhere and all of the time.

Given that reality, one of the most formidable challenges facing organizations—and those charged with running them—is to commit the time, effort and resources required to ensuring successful corporate communications; by doing so, you will also ensure that your company’s story gets heard, and doesn’t fall between the constant ‘clicks’ of the Information Age.


Leading By Example: Five Tips For A Successful CEO

Business Leadership Attributes and Features in Literature

Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand”—General Colin Powell

When someone is charged with the task of ‘leading a company’, he or she finds his or herself in an unique position to shape not only the future success (or failure) of that business entity, but indirectly influence the lives of all those individuals who both work for—and with—that company.

By any yardstick, that’s a good deal of responsibility and, frankly, not one that any Chief Executive Officer should take lightly.

Decisions that a CEO makes on a daily basis can—and very often do—have both immediate and longer-term impact on the lives of all those relying upon that company, both internally and externally. For anyone in a position of corporate leadership, fiscal and fiduciary responsibilities are, of course, critically important factors in reaching any decision; however, it is also imperative that a CEO take under consideration how his or her decisions will impact the people whose livelihoods depend on the continued success of that business.

Over the course of the last five years, I’ve had the privilege of being the CEO of Sackett National Holdings, a rapidly expanding, successful company. As one would expect, during that time I’ve encountered a wide array of issues, challenges and opportunities that required me to make difficult leadership decisions. It’s worth noting that, in my experience, many of the same challenges that make entrepreneurial business so exciting and interesting also require leadership decisions that often pose difficult, complex questions.

How well a Chief Executive responds to those questions and challenges often defines both his own leadership tenure, as well as the destiny of his company and its employees.

With that in mind, and based upon my experiences as CEO over the course of the last half decade, here are five of the most essential leadership qualities required to be a successful Chief Executive Officer:

5) The Ability–& Willingness–To Hear Differing Views

In keeping with General Powell’s definition of leadership, a successful CEO must be both able, and willing, to sometimes put aside his or her own personal views and be open to the ideas of others.

This is not to say that a successful business leader will ‘lead by consensus’—after all, the position title is Chief Executive Officer, and all that implies—however alternate views and opinions are important; no CEO, no matter how ‘hands-on’, can be everywhere, all the time, within his business’ daily operations, and so hearing other well-informed perspectives can provide a greater understanding of what’s happening within the organization.

President Harry Truman was correct about the proverbial ‘passing of the buck’—it stops at the desk of the leader. However, before making the final decision where and how best to spend that ‘buck’, a smart CEO should be open to wise and sometimes differing opinions.

4) Hire Only The Most Qualified People As Senior Management:

It’s all too easy to make analogies between putting together a winning sports team and hiring a successful corporate management team, and the reason is because there are, in fact, many parallels between the two.

For example, in much the same way that even a highly skilled quarterback cannot, by himself, win a football game, so too is it true that even a smart and talented CEO requires a ‘team’ of skilled and savvy senior managers in order to succeed.

A successful business, such as SNH, is comprised of many elements, including a dynamic human resources department, skilled and innovative professionals in areas such as IT and finance, gregarious and savvy sales teams, and dedicated administrative employees—to name just a few. If they are managed well, each of those departments contributes to the overall success of the company. And so it’s vital that the individuals with managerial oversight in each department bring with them the knowledge, experience and interpersonal skills required; a strong management team can, collectively, help ensure that the CEO achieves the corporate goals he or she has set out for his organization.

3) Know When To Listen, When To Lead:

As noted earlier, Harry Truman’s adage about “the buck” stopping at the leader’s desk remains pertinent in today’s corporate environment. And so, on any given day, many people both inside and outside of the company, will look to a CEO for direction and decision-making.

However, before important decisions are made, a smart CEO should take the time required to gather all pertinent information, and be willing to listen to other voices. In order for that to occur, he or she must encourage healthy debate within his management team, and seek out the opinions of those whose areas of expertise may differ from his own.

Put simply, there’s little point in building a strong management team with considerable experience in their respective fields if a CEO is unwilling to tap into that deep well of knowledge.

2) Don’t Allow Caution To Supercede Opportunity:

In an earlier column, I pointed out the potential danger, wherein a company’s success can stifle its innovation. When someone finds his or herself in a leadership position, with the full weight and responsibility that comes with it, there can be a (natural) inclination to err on the side of caution when making difficult decisions.

That’s understandable, when you take into consideration the potential impact that an incorrect business decision can have on both your company and all of its employees; the fact is that along with the most senior corporate position comes the highest degree of culpability for the company’s destiny.

However, entrepreneurial businesses—such as SNH—are extremely dependent upon innovation, and a willingness to ‘roll the dice’ via an exploration of new products and business opportunities. Succeeding as a CEO—especially a CEO of an entrepreneurial, disruptive business—means maintaining a willingness to go beyond what has already ‘worked’ for your company, and frankly, risking the possibility of failure.

In the role of CEO, caution most certainly has its place, but it is important for an entrepreneurial Chief Executive not to allow caution to displace a willingness to try new ideas, and explore new, uncharted waters.

1) Enjoy (and appreciate) The Job:

There is one thing that remains unchanged, no matter what position someone holds within a company: the chances you will succeed in your job increase substantially if you like what you’re doing. Studies have repeatedly shown that individuals who enjoy what they do for a living are more likely to succeed.

That remains true even for those serving as Chief Executive Officers.

While the role of CEO can certainly be challenging, and there are many demands made of your most valuable commodity—time—it is also a great honor and opportunity to serve as the leader of a dynamic, growing company. In our case, SNH is an extremely unique company, with a substantial footprint in several of the nation’s most essential and thriving industries; in addition, we’re very fortunate to have an exceptional Senior Management team, and a group of employees whose innovation, hard work and dedication continues to be the driving force behind our company’s remarkable growth.

Based on my experience, I would advise other Chief Executive Officers to find time in their busy schedules to appreciate their good fortune of having the opportunity to serve in a leadership capacity, and to ensure that both their company’s management–and employees–know that their contributions are also appreciated by their CEO.

It’s estimated that there are about 300,000 CEOs in the United States, a nation of more than 330 million people. While not exactly a ‘small’ club, those of us who are fortunate enough to find ourselves in the role of Chief Executive Officer have unique opportunities to shape the destiny of both American businesses, as well as hundreds of thousands of our fellow Americans employed by those companies.

As CEO, I recognize that if I do my job well, I will be helping to ensure the financial future of both our company and all of our employees.

Put simply, I never take my role as CEO for granted, and I look forward—everyday–to making the most of the leadership opportunity presented to me.

And that’s a piece of advice I’d offer to anyone fortunate enough to have the title—and responsibilities–of Chief Executive Officer.

Labor Day ‘15: Americans Working On A Dream

Jevin Blog_Labor Day
It may be hard to believe, but the dog days of summer are descending upon us once again, and as is the case every year, they bring with them the arrival of Labor Day–our annual, national holiday designed to recognize the immeasurable contributions made to our nation by its working men and women.

For most Americans, Labor Day carries with it a certain degree of bittersweet flavor, marking as it does the unofficial ‘end of summer’ and the approaching autumnal season. Annually celebrated on the first Monday in September, Labor Day was created by the nation’s labor movement in the late 19th century, and became an official federal holiday in 1894.

Still, it is only appropriate that more than a century after its creation, Labor Day continues to annually honor America’s working men and women. It’s not an overstatement to say that this nation was built—and well into the 21st century, continues to thrive—in large part based on the often unheralded hard labor of millions of Americans, whose names and faces we will likely never know.

Despite the tectonic economic shifts brought about by new technology over the last several decades, the foundations of American commerce are still greatly dependent on the actual labor of the American worker.

Even in the ‘Information Age’, as a nation we rely daily upon the foods grown by American farmers, the goods delivered by our truck drivers, or the roads and homes built by the nation’s construction workers; for millions of other Americans, technology has replaced the plow or the hammer as their workplace  ‘tool’, yet their work and dedication still provides the foundations for successful companies, large and small.

Our company, Sackett National Holdings, along with our subsidiaries, provides a classic example of how innovative state-of-the-art technology succeeds when it is paired with dedicated, skilled employees. We proudly consider our company, and all of our subsidiaries, to be very ‘tech savvy’ and constantly on the lookout for new, innovative ways to utilize technology to help our customers succeed in their respective industries.

Still, despite our commitment to technological innovation, our Senior Management team fully recognizes that a large part of our company’s continued growth and success is due to—and reliant upon—the skills and dedication of our staff. The high degree of attention we as a company pay to quality customer service is fully reliant upon the hard work and commitment of our employees, and every department within our company reflects both the entrepreneurial dedication and concerted efforts of our staff to serving our clients’ needs.

Computers, and technology in general, can provide wonderful tools to help a business succeed; however, no technology can—nor likely ever will—replace the personalized service and attention to individual customer needs provided by a skilled and dedicated employee.

These days, we often hear much talk about how ‘nothing is ever made in America anymore.’ And while there can be no doubt that globalization has resulted in some dramatic shifts in the American economy, here’s a few facts to consider before we write off America’s capacity to ‘make things here’ in the new millennium:

  • The American manufacturing sector supports approximately 17.1 million indirect jobs in the United States;
  • In addition, it’s estimated that about 12 million Americans are still directly employed in manufacturing, for a total of 29.1 million jobs directly and indirectly supported by American manufacturing, as of 2013, representing more than one-fifth (21.3 percent) of total U.S. employment
  • By comparison, as of 2013, there were about 4 million Americans working in what is considered to be the nation’s “core” technology sector; of course, millions more Americans—both blue and white collar workers—utilize technology as part of their daily work.


And in the 21st century, as was the case in the previous century, perhaps no single American manufacturing sector better symbolizes the pairing of technology with dedicated labor than the American auto industry; in previous columns, I’ve noted the dramatic, and impressive, post-recession resurgence of the American automotive sector.

As an automotive industry leader actively partnering with thousands of auto dealerships nationwide, our company’s subsidiary–National Credit Center–is fortunate to contribute to, and participate in, that amazing resurgence.

But don’t take my word for it—the numbers speak for themselves.

  • Between December 2009 and December 2014, the number of jobs in the auto manufacturing category rose by 230,700 (from 653,300 to 884,000)
  • Over the same period, the number of jobs in the auto dealer category rose by 272,200 (from 1,616,800 to 1,889,000).
  • When those two related figures are combined, the total increase in automotive jobs over the past five years is 502,900

By any yardstick you may choose to use, that is an extraordinarily impressive recovery for an industry that skeptics were saying was near death as recently as a half dozen years ago.

The lesson from the auto industry’s re-emergence as an economic powerhouse is that even in the new millennium, American business and labor can—and very often do—work in tandem, thereby creating a mutually beneficial relationship that provides gainful, productive employment as well as a solid ROI (return on investment) for employers.

And so as Americans once again prepare to enjoy our annual, national day celebrating the achievements and contributions of American labor, I think it’s worthwhile to pause for a moment and reflect on the efforts and dedication of the American worker.

Yes, the new millennium and its technology brings with it many changes in the American workplace; and yes, globalization means that American companies—and workers—are competing on a much larger stage than at any time in our history.

But anyone who underestimates the resilience and dedication of America’s working men and women need look no further than our automotive industry.

For not unlike the nation’s auto industry, America’s working men and women are resilient and dedicated; and as a result, the American Dream is also still very much alive and well, and worth celebrating this Labor Day.


It’s Personal! Customer Service In The ‘Selfie’ Age

Hands Holding Digital Devices with People's Images

Jevin Sackett Business

It may be hard to believe, particularly for those under-30 years of age, but there was a time in the not-too-distant past, that we all lived in a world where the daily reality included:

  • Only one phone company—not so affectionately known as ‘Ma Bell’; and a time when placing a long distance call was often an exceptionally expensive thing to do
  • A grand total of three network choices proffered for TV viewing
  • The need to be in front of your TV screen, at a designated time—or else risk missing a favorite program
  • A world in which would-be photographers had to purchase a camera, then film, and then bring that film to a third party–and wait to get it developed
  • And a world in which job seekers had to manually search through the “Help Wanted” ads in their local newspaper

There are many other illustrations of the changing times, but I think you get the point. 

In ways almost too numerous to count, the business world of 2015 bares almost no similarity to the one that existed as recently as 20 years ago. Of course, technology is–and remains–the main driver for the majority of the changes in the way business is conducted today; however, technology has also resulted in one other significant trend within the business world.

The personalization of goods and services. 

One of the most significant changes that technology has both caused–and enabled–has been demand for personalized products and services. Today, it is virtually impossible for any member of the ‘millennial generation’ to conceive of a time when it was the norm for everyone to have the same choices—or in some cases, no choices at all—in everything from telephones to televised entertainment.

In addition, in the era of Instagram, Facebook, Twitter and other forms of social media, the ability to interchange ideas and images with anyone, anywhere at anytime is now a given. And implicit in that fact is the ability for consumers to create, share and enjoy personalized communication and entertainment on a 24/7 basis. 

Many successful businesses—including our own Sackett National Holdings and its subsidiaries—have long touted a commitment to individualized customer service. We’ve long recognized that while a ‘one size fits all’ approach to servicing our clients might make our business model simpler and more uniform, it would also be tantamount to telling customers they’re just ‘another numerical file’; were we to be foolish enough to adapt such a view, the resulting loss of business would be both predictable, and appropriate.

For us, that was always the case. 

However, halfway through the second decade of the new millennium, clients (be they consumers or businesses) now not only appreciate–but expect–to receive products and services designed to meet their individual needs. As I’ve noted in previous columns, the Internet means that customers have a wider array of choices than ever before, and easier access to that plethora of available choices.

Still, even at this late date, some industries are just now awakening to this new reality. Take, for example, the cable television industry. 

It’s estimated that more that $70 billion is spent annually on TV advertising. That’s an impressive figure. However, it may also be deceptive. 

One of the latest buzzwords within the business world is “cord-cutting”, which references a rapidly growing consumer willingness to walk away from ‘bundled’ programming packages offered by the cable TV industry in favor of, you guessed it, more personalized options. 

For decades, cable companies—who have near complete domination of their assigned regions due to lack of competition—have been able to ‘bundle’ dozens of channels, and sell those packages to their customers. Other than opting for satellite television, consumers were left with little or no choice: pay for channels you have no intention of watching, in order to get access to those you will, or walk away from your favorite program or network.

That was then, this is now—and ‘now’ is the age of the Internet. As a result of new technology, a rapidly growing number of TV consumers are cutting their proverbial cable cords—ergo, the phrase ‘cord-cutting’–and seeking alternatives to the expensive cable option; after all, in any business other than cable television, the notion of customers paying for goods or services they know they will never use would be—correctly–seen as patently absurd.

And there is good reason for the cable companies growing concern over a diminishing customer base—as seen in the rapid growth of the alternative option to cable TV. Web video advertising is slated to grow by an impressive 30 percent this year, and while it is valued at about $8 billion dollar (a fraction of the giant cable market), unlike cable, all of the indicating arrows for web-based advertising point upward.

This new era of personalized consumer demand is, perhaps correctly, being seen in historical terms as one of great narcissism. From ‘selfie sticks’ to Twitter—and for better or worse–the primary focus of this era seems to be pleasing the face we see in our mirrors.

However, the bottom line is that businesses failing to provide the quality, personalized goods and services expected by today’s demanding consumers do so at their peril–and risk learning first-hand the economic consequences of customer ‘cord-cutting’.

“How Am I Doing?”: Five Recurring Questions Every Successful Business Should Ask Itself

The keys of success

Back in the 1970s, New York City Mayor Ed Koch was well-known for stopping fellow New Yorkers and randomly asking them “how am I doing?”.

Beyond the obvious attempt at empathizing with his electorate, Koch’s question was actually a wise one; there is much to be gained—and learned—for anyone in a leadership role by pausing every now and then and asking oneself–and others–“how am I doing?”

The theory has ancient roots: even Socrates once opined that “the unexamined life is not worth living.”

Still, you might think that in the narcissistic age of the ‘selfie’ and social media, the self-examining question of “how am I doing” could be seen as superfluous, especially in the business world. However, given the competitive nature—and speed—of business these days, far too few business leaders take the time to seriously reflect on just how ‘on target’ their efforts are, and whether or not their operations are in sync with the best interest of their business.

With that in mind, I’d like to offer up five of the key operational questions every successful business leader/owner should ask his or herself–on a regular, recurring basis–to help ensure his company’s long-term prosperity:

5) Do We Have The Right People In Senior Management Positions?

There’s an old adage that says “a fish rots from the head down”. The business implication of that statement being, that if there are problems within the top management of a company, it’s likely that those problems will trickle down to the business’ daily operations.

Of course, the opposite is also true: a well-run company, with senior management who have a clear vision of where the company is heading–and the skills to take it there–is far more likely to succeed and overcome competitors.

Simply stated, it’s imperative that an organization put in place not only skilled senior management—but the right skilled senior management—to ensure that the executive decisions made daily are in sync with how best to both increase sales, while maintaining a positive workplace environment.

4) Is Our Company Sufficiently Open To New Ideas & Taking Appropriate Risks?

As I noted in an earlier column, one of the biggest challenges that face very successful companies is a sense of complacency, and the accompanying assumption that since the company is doing well now, it can expect to continue to enjoy success going forward.

The fact is that in today’s business world things change faster than ever before, and even companies—such as our own Sackett National Holdings–that are today enjoying solid growth, cannot simply assume they will retain that momentum. Innovation and complacency are foes, and it’s rare that a company that loses its competitive edge is also a hub of innovation.

Another victim of corporate complacency is a company’s tolerance for risk. There’s a reason that one of the most commonly used phrases in the entrepreneurial business world is “no risk, no reward”—it just happens to be true. While due diligence is always important, even successful companies have to be willing to accept the degree of risk that’s inherent with innovation, and introducing new products and services. Thus, it’s important for a company to continually ask itself if it is willing to accept the risk that comes with innovation.

3) What defines and delineates our company from our competitors?

In 2012, there was an estimated 29 million small businesses operating in the United States. For any business-owner, that can be an intimidating number, given the implications for competition; certainly, that competition is good news for consumers, but it also means that it’s absolutely imperative that a company be able to offer customers a product or service that can delineate it from its competitors.

In the Internet age, consumers have more choices—and sources of information regarding those choices—than ever before. To be heard above the ‘din’, to stand out from the vast number of competitors, a business needs to identify what it can offer customers that its competition either can’t, or does not: competitive pricing, a track record of reliability, innovative products, and superior customer service are each examples of how a business can delineate itself from others competing for the same customer’s dollar.

But, of course, in order to persuade customers your business stands out from its competition, a company must also ask itself…

2) Are We Doing Enough To Tell The World Our Company’s ‘Story’?

Business people—and particularly entrepreneurs—are hardly renowned as shy or introverted.

And rightly so. For in addition to possessing ability and ‘business smarts’, it takes a great deal of self-confidence to believe that one can overcome the odds to create–and operate–a successful business.

However, in line with my previous point, it’s never been more imperative than in the Internet age that a business makes the effort required to tell the world its ‘story’—to proudly, and accurately, inform current and potential customers about why they should consider the company’s products or services.

The fact is that, as any first year science student knows, “Nature hates a vacuum”, and if a company fails to tell its corporate story, then that ‘void’ will be filled either by misinformation or by another, more proactive competitor’s story.

There’s a reason that even well established, iconic brands such as Coca Cola, Ford Motors or Bank of America spend considerable time and resources in the areas of marketing and public/media relations. It’s because they realize that, despite their iconic brands, they have both a corporate—and fiduciary—responsibility to help shape the ‘narrative’ about what is being said regarding their company; they also recognize that equally ‘iconic’ rivals such as Pepsi Cola, General Motors and Wells Fargo would be happy to fill the information vacuum, should they fail to tell their company’s respective corporate stories.

Even if the ROI (return on investment) isn’t always immediately apparent, it’s imperative that any company—of any size—make whatever reasonable efforts it can to proudly tell the world about itself; failure to do so in a fiercely competitive market endangers the company’s future prospects, no matter the quality of its products or services.

And speaking of future prospects, there’s the critically important question…

1) Where Do We Envision Our Company To Be In Five Years?

We’ve all heard the expression ‘you can’t get to where you want to go, until you know where you want to be’, and nowhere is this truer than in the corporate journey. Simply having a goal of ‘more success’ isn’t a sufficient vision for a company’s future.

In order for a business to have a clearly delineated path to success, it must also have a clearly delineated goal(s). In shaping a company’s path forward, there are a multitude of important questions to address, including:

  • How fast do you wish to grow your business?
  • Will that growth be organic or via acquisitions, or both?
  • Will the focus be specific to a targeted market or geographic region?
  • If it’s a privately held entity, do you plan to someday consider taking the company public? If so, what needs to be done in preparation for this move?

And of course, a company’s desired goals may need to be revised over time; circumstances change, and so it may be necessary to revisit a company’s longer-term plans to ensure that they remain in sync with significant external changes that occur.

It’s also critically important to remember that all the ‘how am I doing’ questions outlined here are recurring—businesses, like the people who run them, change over time, and constant adaptation to those changes requires ongoing, honest self-appraisal.

The bottom line is that, in an era where change is accurately said to be the only constant, companies willing to continuously ask themselves “how am I doing” aren’t being narcissistic—they’re being well-run.

Google This! Competition=Innovation

man hand using smartphone in officeIn the business world, all companies strive to grow their ‘market share’—the percentage of the market demand for a particular product or service.

In fact, the heart of capitalism derives from competition between companies for the same consumer or business dollar–and the resulting market share. Of course, competition benefits consumers, but it also benefits businesses–by forcing them to become more efficient and innovative in order to stand out from their business rivals.

Which is why it caught my eye when it was revealed this week that Apple Inc. reported 92 percent of total operating profits from the world’s top eight smartphone makers, during the first quarter of this year.

Take a moment and let that sink in: Apple’s ‘iPhone’ generated more than 9 out of every 10 dollars of profit in the lucrative smartphone industry during the first quarter of the year. That’s a truly astonishing accomplishment, and one that is almost without precedent in the business world.

Similarly, an Apple rival in the technology sector is also establishing eye-catching dominance in its field; Google Inc. has become the dominant force in many tech-based sectors, including its overwhelming 67.6 percent market share of the search engine world. Google also has a dominant presence in the online advertising, browser, email and video markets (it purchased Youtube in its infancy several years ago).

Now, don’t get me wrong. As CEO of Sackett National Holdings–a company that greatly values innovative technology–I applaud Apple and Google’s impressive ability to produce high quality tech products and services that are much in demand. These are two American companies that have achieved worldwide success in large part by offering their customers quality products—which have, to a large extent, also transformed the way the world communicates and conducts business. No small feat.

However, as someone whose rapidly growing entrepreneurial business has to—and chooses to—compete against many other large, national companies, I am also well-versed in the important role competition plays in spurring our company towards success.

Whether it’s providing state-of-the-art software solutions to our clients in the financial services sector, automotive, employment screening or retail energy industries, we at SNH recognize that complacency is unacceptable; our customers have choices, and we can’t—and would not—ever assume that they will remain our clients unless we can offer them innovative, quality products and services.

And that is my concern when I read about a company such as Apple attaining 92 percent of the quarterly operating profits for the smartphone industry, or Google’s complete domination of varied online businesses.

The level of innovation that Steve Jobs and his team showed by creating the iPhone was born out of competition, and an entrepreneurial desire to think outside the proverbial ‘box’; Google also became a dominant player in the world’s tech sector through innovation born of entrepreneurial competition.

But when any one company grows so large as to dwarf its competitors—and, as a result, its competition—will that dominance result in less innovation? There are legitimate reasons to believe so.

Innovation is, by its very nature, born out of a company’s need to delineate itself from its competition; to be able to say to clients—and potential clients—‘we can offer you a superior product or service, and do so at a competitive pricing level.’

All businesses–even companies that produce desirable products and services such as Apple and Google–that no longer have to be concerned about fierce competition, rarely remain hubs of innovation.

If it’s true that ‘necessity is the mother of invention’, then it’s equally true that competition is likely invention’s father. And frankly, any company that no longer feels the need to worry about its competition is more likely to become an ‘orphanage’, than a parent, to new inventions.

For all its perceived flaws, capitalism encourages competition, and that, in turn, encourages businesses to take risks; and few, if any, great innovations were ever achieved without some degree of risk.

Still, perhaps it is just the natural evolution of business that successful start-up companies often grow to become dominant players in their industries. Certainly, when we first founded our company more than 20 years ago, we hoped that it would grow to become a national presence, and compete directly with established industry leaders; the fact that we have been able to reach that point is due, in no small part, to our corporate commitment to taking calculated risks, which include innovative technology.

Some critics of Apple and Google say that as those two companies have grown into international corporate giants dominating the tech sector, their capacity for innovation has diminished; although they both no doubt employ smart, innovative people, the tech giants have become so big that they are more concerned with protecting—rather than growing—their market share.

As it always does, Time will tell whether or not Apple and Google’s most innovative days are behind them.

But even if they are, you can rest assured that somewhere out there is a ‘hungry’ entrepreneur working on a new, innovative product, which will ultimately result in greater competition for the Apples and Googles of this world.


Economics 101: A Greek Tragedy

20 euro banknote dissolving as a concept of economic crisis in gThe nation of Greece has, for centuries, conjured up a plethora of images and thoughts: the birthplace of democracy, philosophical land of Aristotle and Socrates, the Parthenon, and the natural beauty of Corfu, Mykonos and other Greek resort islands.

Sadly, over the last half decade, for many around the world the word ‘Greece’ has a very different connotation: a bankrupt nation, whose economic and political uncertainty threatens not only the future of its people, but of the entire Eurozone.

In much the same way that—as the old saying goes–Rome wasn’t ‘built in a day’, so too is it true that this modern Greek tragedy evolved over a longer period of time. What’s transpiring now in Greece can be traced back to decades of mistakes, miscalculations, and an unwillingness by many to confront an evolving, and long threatening, economic reality.

There are those who, perhaps with some validity, have argued for years that while the European Economic Union (EU)—and its singular currency, the Euro—made fiscal sense, it ignored a long, convoluted and often confrontational history among the European nations. For while it’s true that yesterday’s enemies can evolve into today’s economic allies—the examples are countless, including America’s close ties with former ‘enemies’ such as Germany and Japan—European history is long, often violent and replete with the nationalism of many nations.

So it came as no surprise to many that, when the recent referendum question was asked of the Greek electorate “do you wish to accept the terms offered by the EU in exchange for another economic bailout”, more than 60 percent of voters said ‘no’.

On a practical level, it may be difficult for some to understand why Greeks—who have repeatedly said en masse that they wish to remain in the EU—would endanger that likelihood by such a vote, it is completely understandable on an emotional level.

The fact that the ‘No’ supporters used the stern countenance of Germany’s finance minister Wolfgang Schaeuble on their referendum poster was not by happenstance; those Greeks opposing the EU bailout knew that their best chance for success would be an emotional appeal, and so relied on a poster that none-too-subtly recalled memories of 1941, a time when German forces invaded and occupied Greece.

And what does the economic and political drama unfolding in Greece mean for Americans, and American business?

That all depends on the terms of reference one chooses to use. Economically, a Greek bankruptcy would have little direct  impact on either American business or consumers. The Greek economy is but a fraction of the size of the U.S. economy: the Greek Gross Domestic Product (GDP) was $242 billion (US) in 2013, while the American GDP for the same year was $16.77 trillion (US).

However, the fear among some economists and politicians is of a ‘Greek contagion’, which translates into a possible domino effect of a Greek bankruptcy, wherein other EU countries with weaker economies and higher debt levels—such as Spain and Portugal—could follow Greece’s exit from the EU.

Were that to occur, the impact on America would be far greater than simply a Greek exit from the EU. According to the European Commission, the U.S. and EU economies combined account for about half of the entire world’s GDP.

So the unanswered issue, especially for an American audience, is would a Greek exit from the EU be the end–or just the beginning of a much larger story?

And the overriding question still remains: how did it come to this?

As noted earlier, a combination of several factors are at play in the evolution of this Greek tragedy. Profligate government spending, overly generous pensions (with Greek ‘retirement’ often starting up to 15 years before traditional American retirement), compounded by a worldwide recession, finally brought to the forefront long-simmering questions about the sustainability of Greece’s social spending.

The real tragedy at play here is not so much a philosophical one regarding the policies of the Greek government, or the terms of a European bailout of Greece, as much as it is a human one. As of this week, Greek banks are restricting individual withdrawals to no more than $60 per day, as they fear running out of hard currency; meanwhile, everyone–from the poor and the elderly, to the hardworking businesspeople and merchants in Greece–face an uncertain economic future that, at best, will likely mean difficult times for several years to come.

There are many economic lessons to be learned from what is currently unfolding in Greece.

These would include: a confirmation that ever-increasing debt levels are ultimately unsustainable, and carry with them very real, and very human consequences; that politicians who choose to sugar-coat the economic reality of their country for short-term political expedience should be avoided at all costs; and a recognition that, as I noted in another recent column, those who choose not to learn from history are doomed to relive it.

From the time of Aristotle and Socrates, Greece has taught the world many Life Lessons.

The modern Greek tragedy, and the resulting painful human drama, unfolding in the summer of 2015 is a political and economic lesson the world would do well to learn.

Lessons Learned: Five Ways To Avoid The Next Recession

economicsThose who cannot remember the past are condemned to repeat it.”—George Santayana

In business, particularly in an entrepreneurial business, taking risks is all in a day’s work. Certainly, a smart businessperson will do what he or she can to mitigate risks—a practice widely referred to as ‘risk management’—but entrepreneurs understand that risk and reward are two sides of the same coin.

In business, as in many aspects of life, you rarely encounter one without the other.

However, smart businesspeople also know better than to repeat the mistakes of the past. That’s one reason why you never saw a second edition of such legendary corporate mistakes such as the Ford Edsel, or Coca-Cola’s disastrous “New Coke”. You will also note that, despite those legendary business errors, both Ford and Coke remain iconic brands that are dominant forces in their respective industries.

Unfortunately, not all businesses—or governments—take heed of Santayana’s wise advice, and learn from the mistakes of their past. And as the Great Recession begins to—thankfully–fade into memory, there is a growing concern that some of the same errors that helped to trigger that economic disaster could be repeated.

Our company, Sackett National Holdings, has subsidiaries that have a national footprint in multiple business sectors that were either directly—or indirectly–impacted by some of the misguided policies that exacerbated the Great Recession. Specifically, our company’s SettlementOne subsidiary works closely with the financial services sector, and is a national provider of credit and data information; in addition, SNH’s National Credit Center subsidiary services more than 4,000 automotive dealerships nationwide with credit information and software solutions.

Therefore, as you might imagine, economic and political decisions that directly impact the financial services and automotive sectors are of great interest and concern to our company.

And so, with the passage of time and the fading of the recession’s legacy, I think it would be beneficial to take a moment and review five of what I consider to be the most important business lessons to be learned from the 2008 Great Recession:

5) The Size Of A Mortgage Should Reflect An Individual’s Fiscal Reality:

Prior to the collapse of the housing sector in 2007/2008, there was a generally accepted notion among some Americans and politicians—including some with enough experience/knowledge to know better—that housing was a universally ‘safe’ investment that would continue to gain in value, in perpetuity, and no matter the location; there was also the active promotion of some mortgages that required very little, or even no, down payment. Both of these misguided ideas were substantial contributors to the eventual collapse of the housing sector.

Common sense—remember that useful business tool?—and Best Practices dictate that consumers, just like businesses, should not financially overextend themselves. Someone earning $40,000 a year should not be purchasing a home valued at 15 or 20 times his annual income—often with little or no down payment–especially when one at half the price meets his needs. And while home equity can, over time, contribute to a family’s net worth, a family home should not be viewed as simply another gambling ‘chip’, with ever-increasing value. This, I believe, is a critical lesson worth remembering from the massive foreclosures that devastated the lives of millions of Americans in the last recession.

4) Politics Should Not Trump Reality:

In a recent post, I examined the question about the future prospects for universal home ownership as an integral part of the American Dream. As a corollary to that question, and in keeping with the previous suggestion, it’s imperative that government policy encourages home ownership (and the subsequent financial obligation) that is in line with Americans’ financial capabilities. To do otherwise, is to risk a replay of the foreclosure debacle of the last recession.

3) Business Growth Should Also Reflect Reality:

As CEO of a rapidly expanding, entrepreneurial company, few if any businesspeople understand or support the notion of corporate growth more than I do. However, just as we should expect consumers not to overextend themselves, so too should businesses ensure that their growth—and related financial liability—reflects their fiscal reality. In business, as in life, just because you can do something, doesn’t mean you necessarily should—or at least not until it makes fiscal sense to do so.

2) Be wary of ‘bubbles’:

In the 1990s, it was the infamous ‘tech bubble’—the hyper-inflated growth of new tech companies, far too many of whom had little or no long-term business plans or chance for prosperity (Pet.com anyone?) In the next decade, as discussed, there was the housing ‘bubble’, and the inevitable explosion of a housing market that was largely built on a weak financial foundation. As a general rule of thumb, when pondering a potential business ‘bubble’ opportunity, it’s best to simply remember what your mom probably told you growing up: “if something seems to good to be true, it likely is.” Put another way, the Laws of Nature dictate the almost inevitably, ‘bubbles’–of any kind–eventually burst; best to avoid them whenever possible.

1) Don’t Be Blinded By Greed:

In the movie Wall Street, fictional tycoon Gordon Gekko delivered a famous speech about the business virtues of ‘greed’. And while ambition and drive—along with hard work—are, indeed, fundamental requirements in order to succeed, they differ greatly from greed, which Webster’s defines as “a selfish and excessive desire for more of something (as in money) than is needed”. I would only add that the road to ruin is littered by businesses and people who allowed greed to cloud their judgment and perspicacity. For businesses and individuals alike, sound financial decisions require a clear mind, and greed often manifests itself into one of the aforementioned business ‘bubbles’ that ultimately burst, and leave millions to suffer in its wake.

So, as we (thankfully) move forward and leave the Great Recession to the history books, let’s also try and keep Santayana’s wise advice in mind.

For while we should not live in the past, we should also not forget the–sometimes painful–business lessons it has taught us.