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<table border="0" cellpadding="3" cellspacing="1" width="100%" class="forumline"> <tr> <th class="thCornerL" width="22%" height="26">Author</th> <th class="thCornerR">Message</th> </tr> <tr> <td width="22%" align="left" valign="top" class="row1"><span class="name"><a name=""></a><b>osiks2l9ctan</b></span></td> <td class="row1" height="28" valign="top"><table width="100%" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="100%"><img src="http://picsrv.fora.pl/subSilver/images/icon_minipost.gif" width="12" height="9" alt="Post" title="Post" border="0" /><span class="postdetails">Posted: Fri 4:38, 22 Apr 2011<span class="gen"> </span> Post subject: http://www.shoxoutlet.com/nike-shox-onine-si3Leade</span></td> </tr> <tr> <td colspan="2"><hr /></td> </tr> <tr> <td colspan="2"><span class="postbody">There's no one access to guide. Milton was a dreamer; he wanted to build a worker's utopia. His people adored him. He ran his commerce with his heart. Mars was a tyrant with an obsession for quality. His people feared him, but he paid incredibly well and was pedaled to attain excellence. He ran his business with his brain. Don't lock your leaders (alternatively yourself) into one leading neatness. <br />2.) The right file is crucial. For annuals, Milton equitable focused above production nice chocolate. The enterprise was insular, hiring local people, no bringing in outsiders. When two altitude men defected from Mars and joined Hershey <a href="http://www.shoxoutlet.com/nike-shox-onine-si," target="_blank">http://www.shoxoutlet.com/nike-shox-onine-si,</a> they were shocked to find no data being gathered. As long as Hershey made a profit, treatment diagramed entities were OK. When the newcomers began party market data <a href="http://www.shoxcenter.com/nike-shox-monster" target="_blank" class="postlink">Shox Monster</a>, they found out 30% of productions were defect in ... in stores nationwide. This was a disasterand not 1 had even understood! Meanwhile Mars was measuring anything and gladly filling up all the blank spaces with its jellybean. Leaders must collect the right data (worker satisfaction, client attitudes <a href="http://www.shoxcenter.com/nike-shox-tl" target="_blank" class="postlink">cheap Shox TL</a>, etc.) to proceed to grow their companies and preserve success. <br />3.) Different rewards work for different people. At Hershey, workmen were toiling for the boys educate and for their way of life. They lived in a city built at profits from the plant. At Mars, there was a profit sharing intend and bonuses for those who were never late. Leaders must find out what rewards are significant to their people and tie those rewards to results. Many of the companies I work with have no rewards tied to the performance they appetite. Customer service people are anticipated to retention sales and maintain customers but few obtain anyone type of reward for doing so. Many companies merely give service gifts which sometimes are given to the slackest employees. You get rewarded for just continuing to show up! What do you reward? <br />4.) Know your strengths and weakness and build your group correspondingly. Milton Hershey loved to start thingsinventing new candies, beginning factories. That was his strength. He panicked the day-to-day operations and wasn't good at them. He was intelligent enough to hire a second in bid who excelled in that place. Great leaders must be freed up to make the maximum of their strengths. They must hire those who are mighty where they are weak. <br />5.) Great leaders wade the speak. Milton was zealous approximately chocolate, often attempting to make it better, to develop new candies. He was in there struggling with the process himself. His followers could discern his commitment. Forrest saw candy as a product. He wanted it to be good, but his enthusiasm was business excellence and growth. He was all working harder than anybody another in his company. Leaders have to be walking examples of the amounts they want their followers to have. This doesn't average both man was scrubbing lavatories to show he wouldn't inquire anyone to do something he wouldn't do himself. It method both were alive icons of the values they wanted their people to hold. What values do you want your followers to hold? Do you even know? Once you know what they aredo you truly exemplify them? If you say customer service is your chief prerogative, already you haven't oral with a customer in 15 years, you're not walking the talk. <br />Here's to the Hershey's Kiss, the Mars Bar and the men who made them likely! Bravo!</span></td> </tr> </table></td> </tr> <tr> <td colspan="2" height="1" class="spaceRow"><img src="http://picsrv.fora.pl/subSilver/images/spacer.gif" alt="" width="1" height="1" /></td> </tr> </table>
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