The "TUG OF WAR" of INCOME and COMPETITION in BUSINESS and the UNBEATABLE COMPETITIVE EDGE "CLICK"! Copyright 1993 By: Timothy Rue == INTRODUCTION. ====================================================== This written work was produced out of frustration. The frustration caused by eighteen years of being under paid for my productivity. Knowing it and not being able to do a damn thing about it. Over the last eighteen years I have often been told "We would like to pay you more, Tim, but we just cannot afford it." Yet I know or learn as fact, co-workers in the same position and same responsibilities as I and sometimes with less responsibilities, are earning as much or more per hour than I. I have no problem with this except when the co-worker(s) is producing a good deal less than I and on a continuous basis. Eighteen years of experience and I still can find no logic or reasoning how this lack of balance contributes to company growth or the wealth of those in the company. I conclude, based on proof, it simply does not. Although a company having an unbalanced pay rate verses individual production, may grow, it is only growing or generating wealth at a fraction of its real obtainable potential. There is one thing experience has taught me beyond doubt. People will believe what they choose, regardless and sometimes in spite of reality. No amount of proof will change their belief. Such people may go as far as creating an irrational excuse to maintain their belief. It is people like this whom can prevent a company from reaching its maximum wealth generating potential. The honest intent of this writing is to communicate, to the best of my ability and within a given time frame, what I have come to call the "click." What the "click" is, how and why it works, and how to begin using it in business. If there is anything new addressed in the contents of this writing, it is the concept of integrating a time tested financial reward system into a business in a way not yet done. Because this is a new integration there exist the unproven, however, the parts of this integration are valid and verifiable. I have taken this integration over the hump. There are admittedly unanswered questions and specifics to determine, the method for revealing the answers has long been known. I can only assume the right questions were never asked. The only thing that can prove this integration is impossible to do is human decision to say no. Just as I've been told when asking co-workers to do things in a way that would be more efficient for them and in asking for a deserved pay raise. I'm asking myself, more often, "why ask?" There are no more excuses, only the word "no." As incredible and unbelievable the wealth generation of the "click" may sound, I watched it increase the weekly income of a two member team, on a piece work basis, by a factor of over three. That is, from about ten dollars an hour to near thirty four dollars an hour. It may well have gone higher (I left that company to work for *****). However, I later learned the owner got greedy and put a stop to it and the workers left the company. I have as well fought against "milk the job" attitudes in a losing battle. I watched a company dwindle down to near nothing from as many as twelve employees working a standard sixty hours a week. DO NOT UNDERESTIMATE THE "CLICK" AND THE CONTROL IT GIVES OVER WEALTH, ENJOYMENT, AND EVERYTHING THAT MOVES! == THE PURPOSE OF BUSINESS IS TO CREATE WEALTH! ======================= The business person knows they must be competitive in price and quality to survive in business. The objective is to receive the MAXIMUM. The maximum incoming dollar and the maximum for the outgoing dollar to achieve maximum profit. Thus a "tug of war" exist between the buyer and seller. WEALTH IS NOTHING WITHOUT THE ABILITY TO ENJOY CREATING IT! The creation of productive wealth must be enjoyable. Enjoyment of creating wealth is part of wealth and its creation. A separation, a "tug of war" can exist between enjoyment wealth and dollar wealth. The enjoyment factor is relative to the maximum dollar profit and IS NOT separate from it. If a "tug of war" exist between enjoyment wealth and dollar wealth, a problem exist. If the enjoyment factor of wealth is forgotten then ones job becomes something worse than WORK. It becomes a mechanical hassle to do the impossible. To replace the enjoyment factor of wealth with the dollar factor. It becomes detached from reality and into a mystical world leading to failure and decline of profits. This results from not contributing to the enjoyment factor of those one must deal with in business, both inside and outside the company. If the dollar factor of wealth is lost, ones job becomes something less than WORK. It becomes out of work, out of income, out of profit. It becomes non-productive play with nothing supporting its continuation. Quickly leading to a hassle in efforts to continue such non-productive play. One way or another enjoyable non-productive play vanishes. Others inside and outside a company consider the dollar factor of wealth and have no time for pure play when working the wealth equation. == PROFESSIONAL ENJOYMENT. ============================================ Baseball in Atlanta has become popular since the Braves made the World Series. Professional baseball is motivated by income. However, in local league baseball there is only a trophy and perhaps a uniform to gain physically. Yet much time, energy, and money is spent. Why? For a chance to have fun? But often there are frustrations and arguments. Why? Is it the trophy? No because only one team will get it and even teams so poor at playing skills, they haven't a chance, frustrations and arguments still happen! So what is the real reason? For a chance to be part of a "CLICK"! Regardless of the quality of playing skills of any team, whenever a moment everything falls into place an exciting event happens. One everyone talks about with praise. It is these moments of "clicks" that make participation in it worth all the frustrations, arguments, expense, time and energy. Everyone has a life away from work/business. Different interest, different things they do, as is so with baseball league members. When it's baseball time everyone sets aside work and outside life to focus on the game. Everyone understands the rules and nobody argues or seriously puts forth the effort to change the rules. Everyone knows the rules have been designed to be as fair as possible, besides it's the rules that make the game possible. In wealth generating business there is really only one rule: "BE PRODUCTIVE IN GENERATING WEALTH THROUGH THE COMPANY." When it comes to team work, unless you are a professional baseball player, the only difference between playing baseball and playing work is, one you get paid for. In professional baseball, bonuses are paid to players when they do things beyond just being there and doing their given tasks. As they do more beyond what is generally expected of anyone in their position, the teams worth as well as their own goes up. If the pitcher consistently strikes the other team out and the pitchers team gets only one run. The game ends sooner. Pitchers worth goes up as well as the team. Overall less energy and physical movement was used but worth went up. In business the focus is the game of work and going beyond generally expected tasks requires the "time to go beyond." The act of generating or contributing to a "click" not only creates the time but itself is "going beyond." Above all else, earning an income is generally required to survive in society. So why not go for the "clicks" and enjoy them as you survive better in society? . == BREAKDOWN OF INTEGRATION AND THE DIVISION OF INCOME MOTIVE. ======== A profitable one person business requires a high level of integrating. One must integrate ALL aspects of their business, such as purchasing, manufacturing, sales and advertising, budgeting, accounting, customer service, rent, utilities, maintenance, taxes, etc.. Being a profitable one person business there is only one objective in sight. Enjoyment in working the business while increasing income as a result of increased profits. Such a high level of integrating requires much time, so again the enjoyment factor is important. The successful business person is motivated to find the most efficient way to accomplish all that needs to be done to run the business. EFFICIENCY being a element of TIME and PHYSICAL MOVEMENT. If a business person can accomplish all that needs to be done in a day what used to take three days, they know they have increased their income by three. A "CLICK" of integration happens and profits increase, while allowing greater flexibility in competitive pricing with products/services. This all leads to increased sales, profits and individual income over a given time period. When a business grows and there becomes more to do than one person can find time for, others are brought into the company to take over areas of the business. As a company continues to grow beyond the time required for output and time available of those working it, additional people are brought into the business to do specialized tasks. What happens to the original high level integrating one person was doing, as a one person business, when the business grows beyond one person? What happens to the "click" of integration and the level of efficiency? As division of responsibilities increase, overall integration becomes specialized areas of integration. Such specialized areas lose touch with the original main objective and integration of the business, to create Wealth and its enjoyment. What used to happen in one persons mind, now happens in parts in the minds of those specializing in different areas of the business. Communication between individuals takes more time than one integrating their own thoughts, especially considering the time it takes just to connect. However, each area of business has more time to focus and improve efficiency in its area, making up for lost time and adding to overall efficiency. But still lost is the original motivating element and integration that creates the "CLICK," the UNBEATABLE competitive edge. As specialized areas of business increase so increases the number of different motives to complete a specialized area task. Everyone understands the "MAXIMUM" but in different ways. Hourly wage earners understand more hours spent on a task the larger their income is for the task, with overtime being a bonus. Time is a factor of personal income not company income and profit. The salary based worker, whose job it is to supervise hourly wage earners, understands maintaining smooth operations within the forty hour, non-overtime work week is their "maximum." For non-supervisor salary workers, motivation is parallel yet different from the main objective of the company. The difference is in reducing time at work and not creating time to do more. The commission based worker is motivated by how much gets done in a given time period. This is perhaps the closest to being in line with the original one person business objective. But commission workers lack clear, firsthand ongoing integrating experience of the full business. This can result in wrong estimates in job cost and/or time needed to complete the job. In turn, loss of sales and/or company income and profit. The business owner who worked hard to build beyond a one person business loses control of the specific integrating details that create the "CLICK," the UNBEATABLE competitive edge. For each specialized area or department of a company there is something in motive not in line with the original one person business objective. Yet, common to all, the objective of obtaining a raise, increasing ones income. However, this goal is secondary to the primary goal of what one gets today. Retirement is the third goal. Given the current changing economy, the further away a goal, the more skeptical it is, and everyone knows it. == THE GREAT TUG OF WAR. ============================================== The great "tug of war" within a business has begun and the "click" is lost. In this "tug of war" small "clicks" happen. But more often than not, these small "clicks" get absorbed somewhere else in the business and never contribute to creating a "BIG CLICK." The larger the company, the larger this "big click" can be. It is important to note, size of the potential "big click" is not the total number of people working at a company. It is based on many small "clicks" that allow larger "clicks" to happen, and so on towards the "big click." Often when a rare "big click" happens, to few really understand how and why it happened and it shortly becomes lost again. Lost before it matures to a point of showing what it can really do to increase the wealth of everyone in the business. Sometimes being followed by additional loss from expectations lacking correct identification of what the "click" is and who is responsible for it. An analogy of this lost "click" is the United States was once the leading industrial nation owing to many small "clicks." For what ever reason, there are those whom took from the small "clicks" rather than contribute to them. As a result there is an unacceptable deficit with intent to suck away at ANY "CLICKS" the productive working class creates. This inherently exposes those responsible for the deficit. Those not of the "productive working class," those with intent to and do suck away at the source of potential "CLICKS." Those whom suck away at productive business. Productive business is the ONLY real wealth creator! Anything else is just a transfer or devalue of wealth, not a creation of wealth. == MILKING THE JOB. =================================================== Since the following concept is in such wide use and in great error, correction needs to be made. The "Don't work yourself out of a job/work" concept of milking a job, is self-destructive and here is why. The cycle of business wealth creation includes ability to out-compete the competition in price, quality and service. When cost rise because of "milking a job" a company loses in ability to out-compete, resulting in fewer sales and less work to "milk." Eventually, people lose their job because of no work. No matter who the blame is put on, such negative accusations do not help stop the snowball from rolling. However, just the opposite effect happens when working for the "click." A company is in a better position to adjust prices while keeping quality and service up. Of course the company continues to strive to sell at the highest price possible but the key word here is "sell" and not "attempt to sell." Often in the exhibit industry the work load becomes overloaded and hiring temp help along with farming out work becomes necessary. Although farming out work is generally more predictable, crossed communications are more likely to happen and can be costly. This results from the constraints puts on modes of communication, perception, feedback, and verification. Hiring temp help can be risky because "motive to milk a job" exist. The uncertainty of how well temp help will do the tasks given them. How well they work with full time workers. And the often eventual release of the temp help and the negative or regrettable emotions it can generate. However, working the "click" can decrease the need for farming out work and/or hiring temp help certain to be released. The snowball effect of "milking a job" can be turned around into a fireball of generating wealth. In addition to these benefits of working the "click," any free time that is generated might be used to review and improve "click" skill. Prepare better for upcoming tasks. Or do those things everyone talks about doing to improve work environment but never finds the time. What happens to the "tug of wars" as the unbeatable competitive edge happens?. As workers gain the skill to generate "clicks," the "tug of wars" naturally vanish as one or more "clicks" replace the "tug of wars." In the game of "tug of war" if everyone in a company is on the same side of the rope and pulling in the right direction, wealth is much easier to pull in. == THE "CLICK" DEFINED. =============================================== The one person business becomes well integrated for efficiency before others are brought in, compensating for in-efficiencies expected in expansion. The one person business had to integrate but as business grows beyond one person, the control of integrating also gets divided and a bit lost on each division. The "CLICK" by definition: To succeed; make a hit (preferable a home-run). To fit together; function well together (The Random House College Dictionary, except for the home-run bit). The "CLICK" if understood and maintained is UNBEATABLE for ONE reason only. The competition does not understand it well enough to create and maintain it. Generally, all businesses have access to the same technology and equipment, so the "click" does not come from such. The "CLICK" comes from team-work of individuals within a business. Ability to create the "CLICK" comes from everyone understand clearly, in the business, what the "click" is, how and why it works. The motive to maintain the "click" is sharing the "click" short, medium, and long range benefits, but mostly in the least skeptical short range. The "click" in its purest form is the optimum efficiency of physical movement relative to time. From another perspective, it could be seen as the optimum reduction of waste in physical movement and time. Another view is the optimum CONTINUOUS completion rate of unending tasks assignments. A "click" is NOT a matter of speed, nor does it increase the chance of error or accident. Speed can add to a "click" but to decrease the amount of physical movement itself, increases task completion rate without an increase in physical speed. Likewise, by decreasing the amount of physical movement the chance of error and accident also decrease. Errors and accidents devalue "click" potential and so inherently such misconception of what the "click" is, becomes destructive to the potential of the real "click." But the "CLICK" is much more than physical movement. It is integrating ones current task physical movements with the current task physical movements of other individuals and the up coming tasks of all individuals. The "CLICK" cannot be bought, only paid for after it is received. Simple because its true value cannot be measured or guaranteed until it is received. == DEVELOPING "CLICK" SKILL. ========================================= There is NO area of a business where potential "clicks" do not exist. From the owners task list to the janitor task list there is potential for "clicks." There are more potential "clicks" between individuals than there are individual "clicks." In a one person business only the individual produced "clicks" within the business, though potential "clicks" exist with outside sellers and buyers. Realizing potential "clicks" is a development of skill in awareness, adaptability, and overall business knowledge. Along with personal self-organization of ones work area, tasks at hand and physical movement to complete the tasks. Awareness of the current and coming task objectives of all involved is required to recognize a potential "click." Making a "click" happen requires clear understanding of the acts of physical movement of all involved and the act of just doing it. The skill of adaptability is important simply because conditions naturally change. From given tasks to the equipment, technology, materials, methods used, team members, project changes, etc.. The only way to know a "click," is to experience it. Feedback is important in both "click" skill development and reward. The reward of both emotional praise and logic of value received. Feedback for "click" skill development, requires the following knowledge to setup a personal feedback system. A.) Client/Customer needs. The better one understands the details of a clients needs and objectives, the better one is able to integrate their work with others to fulfill these details. Dealing with several customers at a time allows further integration. To coordinate is to put tasks and events in sequence. To integrate is to combine task and event sequences for greater efficiency. B.) Structure of Business and Numbers. The business entity is the legally defined existence of the business structure and purpose. It is abstract and unlike the real and physically existing individual. An abstract tool used to generate wealth for productive individuals. All business is structured in a way resembling a tree or pyramid with points of focused purpose. Whether it is the people structure, information flow, production flow, service flow, ..., all comes to some point of focused purpose. The "focal point purpose" area(s) measures and controls wealth generation. It is where things come together and generate clear-cut feedback in numbers showing wealth generation value, calculated from time and dollar number results. All non-focal point purpose areas exist because of "focal point purpose" area(s). Each area of business, "focal point purpose" or not, obtains input and produces output. Because the individual is directly responsible for doing input-output processes, the individual has the best control of their wealth generating potential. However, individuals not working an area of "focal point purpose" might rely on feedback from those who are, to control their own wealth generating abilities. Such feedback may pass through others before getting to the individual and become distorted and invalid or never reach the individual. Or the individual might create their own feedback. Feedback that is more specific to the individual and because they discover what their own feedback shows, they can often accept it quicker. There are four levels of worker integration in the business structure. 1). No integration. The worker who does only what they are told to do. Only interested in the dollar numbers on their current paycheck. 2). Personal integration. The worker who does their assigned tasks but also applies some integrated thinking to improve their personal efficiency. Interested in both dollar and time numbers but only on a personal level of obtaining a raise based solely on personal performance. May or may not see the numbers but understands an increase in productive output vs. time should generate the reward mentioned above. 3). Area integration. In "Addition To" personal integration workers on this level integrate an area or areas of the business to improve the numbers beyond the limits of personal integration. This affects a "part" of, the business entity whole. To integrate an area or areas of a business the numbers must be accessed. The worker on this level of integration improves the numbers in the area(s) they integrate. Thus, improved numbers result from better structure and/or flow control within the area(s) integrated. The smallest "area integration" is the area resulting from flow between two individuals. Within area integration, personal integration is the responsibility of each individual. Area integration does not include personal integration of individuals in the area(s). However, it sets the environment for personal integration of those in the area(s). For the area level integrator it creates justification for the reward mentioned above. ** Sales generally fit this level but can go to the next level when qualifications of the next level are met. Sales are the life-blood of business and one area of a potential valid tug-of-war. Purchasing is the only other potential valid area for a tug-of war. The buyer-seller relationship. 4). Full Business Integration. In "Addition To" personal and area integration, the worker(s) at this level accesses the full set of numbers to create new area(s) of "focal point purpose." Creating previously non-existing product(s) and/or service(s) within the business to increase total wealth generation of the business. Sales is the determining element and driving force behind creation of a new "focal point purpose" area(s). The new area(s) creator(s) exist at this level at the start and continues on this level, so long as they are directly responsible for productive wealth generating growth of the area(s). However, always to the reward of the creator(s) is the existence of the area, regardless of their current level of integration, so long as the area remains productive in generating wealth. Likewise, reward is given to those responsible for creating the environment that allows new area creation. As reward, to the worker(s) on the area integration level, is given for area environment. For the worker(s) integrating at this level, they give themselves an increase in personal income. Two "Class of Integration" exists! ** The "Class of Limited Integration" inherently having a limit on personal wealth generation. Integration levels 1, 2 and 3 are in this class. ** The "Class of Unlimited Integration" having no limit on personal wealth generation. Integration level 4. NOTE: Integration level 4 requires "New" wealth generation within the business entity whole. Division of an existing area or areas does not qualify as level four integration. Such division should qualify at level three integration, or not be done. Pure specialization is opposite of integration and the cause of internal tug-of-wars. C.) Your duties and feedback. Following the four levels of integration above. As well as the importance of developing and maintaining integration skill on previous levels before integrating the next level. The following is a continuous processing cycle for personal feedback generation. 1). Remove the "no integrating" attitude. Also the first step to remove the "milk the job" concept. 2). Personal integrating skill development level. Regardless of your assigned duties and potential degree of numbers improvement (small or large) you can make with your assigned duties, development of this skill level is important to integrating the following skill levels for maximum numbers improvement. Do Not Avoid the Effort required to develop this skill. ***** Step ONE. Define your duties. Define your assigned duties in writing. Whether it be one or many, putting it in writing is important. If you are unsure, find out! Ability to define your duties is a prerequisite to creating your personal integration feedback system. ***** Step TWO. Define the tasks you do. Define the tasks required to do your assigned duties. Be specific and put it in writing. Change is a natural part of development so do not be concerned with the order in which you list your tasks during this step. ***** Step THREE. Draw out your duty and task structure. Organize your duties and tasks into a tree or pyramid structure. Do not underestimate the power of this step, for it is the foundation of the high technological development of expert systems in the field of Artificial Intelligence. It is also your tool to becoming an expert at all levels of integrating skill. Draw out this structure as it applies to you. You, the individual is responsible for doing the input-out process of your duties and tasks. So you are at the top of this structure. #YOU# Your duties determine what your tasks are, so duties come next. #YOU# #DUTY# #DUTY# #DUTY# .............. Tasks are to be listed under the duty that is responsible for the task existing. If a task exist because of another task, then it is to be listed under the task responsible. If a task can be listed in several places, under other duties or tasks, do so. The better you define NITTY-GRITTY-DETAIL tasks, the better your feedback and resulting control will be. #YOU# #DUTY# #DUTY# #DUTY# .............. #TASK# #TASK# #TASK# #TASK# .......................... #TASK# #TASK# #TASK# #TASK# ............................. #TASK# #TASK# ..................... Do not be to concerned about the completeness of this structure, but do your best. You'll likely be making changes to this structure as you generate your own feedback to develop integrating skill. Date and copy this structure. Store the copy in a safe place, protecting against possible loss. ***** Step FOUR. Three day "hope to complete list." Write down, in as much detail as possible, all the duties and tasks you hope to complete in the next three days, listed by day and include estimated time to complete. If you are in a position of being given tasks daily, then do your best to find out what your tasks are likely to be. Date, copy and store the copy in your safe place. ***** Step FIVE. Three day written log. For these three days keep a written log of ALL the tasks you do while at work. This includes the tasks not on your "hope to complete" list as well as tasks you do that do not fall under your duties and tasks structure. You are keeping a time based log of your physical movement so it is important there be no gaps. Do not cheat! This log is for your personal feedback only and is as clear and accurate as you make the feedback. The effort required of you to keep this log only shows, anyone else that may see it, your honest effort to improve the numbers. List the tasks you do, duty and task structure it falls under, and the clock begin and end time. Do not be concerned about the amount of time spent, you will figure this later. Make your log simple yet detailed enough for you to later review and clearly recall your physical movements. Include interruptions! But most important, LIST EACH TASK AS YOU DO THE TASK for the three FULL days. ***** Step SIX. Analyze your data for feedback. Extract from the three day log - TIME: (make a written list!) - Total time spent. - Total time spent on each task done (list task and duty/task it falls under along with the number of log entries for this task). - Total time spent on each duty (list duty and the number of log entries related to this duty). - Total time spent on interruptions. - Total time spent on each interruption (list it) - Total time wasted (other than interruptions). - Total time on personal matters (no specifics). * Do not include off the clock matter (i.e. lunch). STRUCTURE CHART: (draw it out!) Using the TIME list, draw the duty and task structure chart as you did in step THREE above, but as it applies to your log. Include the time totals and number of log entries per duty and task at the location of the duty or task. To the left of #YOU# list total time spent on interruptions. To the right of #YOU# list total personal time. Above #YOU# list total time wasted. Using your "hope to do list" circle those duties, and tasks you did NOT plan to do. GOT DONE?: (make a written list!) Using the structure chart you just created and your "hope to do list," write out three lists. - Duties and tasks you planned on and did. (note estimated time and real time spent). - Duties and tasks you did not plan to do but did. (note real time spent). - Duties and tasks you planned on but did NOT do. (note estimated time) AND (tag duties/tasks cancelled or otherwise removed from your charge). FEEDBACK!: From the information you have created you will be able to determine or calculate: - Percentage and direction of ERROR in your time (numbers) estimates. - Percentage of ERROR in information you had about what you were going to do during the three day log. - Percentage of ERROR in your assign duties and real duties. - Where you might combine like tasks to improve (decrease) time spent on tasks while reducing physical movement (structure chart). - Revise your first/previous structure chart. - Any other feedback helpful to you, like your personal wealth generation value. - Above all, you will be able to adjust your understanding and integrating skill to improve the numbers, and know it. * If you buzz-out during this feedback, relax. Going through this process takes effort and concentration. Coming this far means only your level of concentration is falling. Perhaps a good night sleep is all you need. You can always ask for help and get it. Following step seven will eventually get you on track. ***** Step SEVEN. Repeat. Go to Step ONE and repeat the cycle but adjust for what you uncovered in Step SIX of your personal feedback system. Repeating the cycle enables refinement and allows for duties and tasks not yet covered. Leading to additional integration and numbers improvement. ***************** IMPORTANT ***************** It is NOT the objective of this seven step process to consume company time in documenting or analysis. All but keeping the log and getting help (only available during company time) should be done on your own time. Consider your efforts to correctly be "AN INVESTMENT IN YOURSELF!" An investment only you can make. However, you'll like this, nor is it the objective of this seven step process to continue to consume your personal time. TIP: By integrating the log with other similar forms you are required to fill out, a minimal amount of time will be spent keeping the log going. THE OBJECTIVE of the seven step process cycle is to generate solid feedback to enable integrating skill development. Included is the skill of awareness, adaptability, general business structure and knowledge, and the important roll numbers play. In a matter of time and use, this skill will become second nature to you. At this time, most of the documenting and analysis you'll do in your thoughts. However, documentation and analysis is required on higher levels of integrating, so do not eliminate it completely. You may discover you want to keep written track of time you spend on duties and task, for analysis at a later date. ********************************************* 3). Area integrating skill development level. Before entering this level of integrating you should have a good grip on your personal integrating skill. Otherwise, you will find this level more difficult than need be and your efforts sloppy at best. Simply because you do not have or understand the tools required. Unless you have a good grip on your personal integrating skill, how will you clearly determine, in numbers, an area improvement that increases your personal integrating skill? It might reduce your wealth generating abilities! If your assigned duties require you to work at this level and you think or feel you're not doing as well as you should, perhaps you need to check your skill on the personal level. Developing area integrating skill is much the same cycle process as personal integrating skill development. The differences are: - Personal integrating is exchanged with Area integrating. - The label "Duties" is exchanged with "individuals" with whom you will team-work "area integration." - The label "Tasks" is exchanged with "area(s) OF" integration. This may be a "task" requiring team-work to complete or something not so tangible as developing improved communication. In any case it will be some "area of" potential integration that can reduce physical movement for both regarding individual task, while improving task completion rate for both. - The structure chart only changes in labels used. #YOU# does not change. You are always on top of structure charts you make. - Documentation and analysis clarity is important because you are not the only one going to make use of it. All involved are responsible for producing a separate set of documents. Just as you had cross-referenced documents on the personal level, all involved will have opportunity to cross-reference all documents produced for the area integration. Such feedback in a group can uncover conflicts in wealth generation, allowing adjustments to be made. Understand that you are documenting an "area(s) OF" between yourself and another or others, not yours or their personal integration. Hold a factual or neutral perspective, and don't forget about enjoyment of all involved. + The best way to begin developing skill on this level is to start with one or a few others in your physical work area. As you establish integration here work outward from your physical work area with larger groups or specific individual who have some influence related to your duties and tasks. Makes use of the enjoyment factor of others, develop it. Never forget that part of wealth is the enjoyment. 4). Full Business integrating skill development level. By the time your ready to enter this level, you should already know what needs to be done. Otherwise your not ready. For the one person business, you can be sure it is much harder starting at this level of integration than getting to it from within a per-existing company. Section conclusion. To bring the integration "click" back into a multi-person business, each individual must learn to view their on-going tasks as a one person business dealing with other one person businesses, in a co-op effort to gain wealth. To do so, individual income motives must be adjusted to focus on a common goal of gaining personal wealth from co-op effort. Suggested is the creation of a bonus program. Based solely on the bonus "if any" created as a direct result of individuals making "clicks" happen. == A NEW BUSINESS PRACTICE. =========================================== Traditional business practices are such that different levels of integrating are hidden. Specialization certainly helps to do it. Perhaps it has something to do with job and personal income security, some other form of milking the job, or politics? Or is it just tradition? Times have changed! There is no job security, specialization can be dangerous, and we all know what politics is doing to the economy in this country, not to mention other countries. We no longer drive horse and buggy, nor do we consider it strange that many wives have a job in addition to their husbands. Just two small examples of change. But why change? In a word, money! A New Business practice is breaking through this tradition. And in a big way. In reality, the only thing new about it is its honesty and openness about the business integration structure. Why? Money! When the one person business grew beyond the ability of one person, others were brought in. But they were specialized to deal with only a part of the business, only a subset of the high level of integration the one person business owner had to work on. As a result of this, the growth of the business was limited to the integrating abilities of the owners time and creativity. Today, through honesty and openness about the levels of business integration these limitations have been removed while adding to the wealth of the owner(s) as well as the wealth of those working the business. It's in the numbers! The more workers driving nails, the more nails that get driven in a given time period. Likewise, the more people working a company, fully integrating the business and applying their creativity to it, the more growth a company will see in a given time period. So, where does one find people who integrate business on such a high level whom do not already have there own business? Or better yet, why don't they have their own business? Catch 22? No! You don't find them, you make them! Or at least show them the way and let them decide for themselves. * Many people are satisfied working on lower levels and do not care to put forth the mental effort to integrate on a high level! Business needs these people, so this works fine. Some want more but have wrong or no feedback to help them discover wealth generating business reality. The Big Question is HOW? How does a company show its workers the way to full business integration without creating more problems than it can handle? The answer to this is with the companies doing it. And its good to look at the leaders. In the yet to be released October 1993 issue of Inc. Magazine there will be a listing of the top 500 Fastest- Growing Privately Held Companies. One company will have achieved something that has not been done before. It will have been listed for the forth year in a row (rarely done before) and with top "A" profit rating all four years (not done before).****** This company went on to do this for a fifth year.****** This company is only about eight years old. This writting is not about this company so it's name will not be mentioned here. The real how behind this company might be mistaken for the industry or mode of marketing this company is involved in, but the "how" is not this. Many other business have tried and failed in this industry or mode of marketing, perhaps like any other industry or mode of marketing. What sets this company apart from those who have failed is the "business plan." CLICK! The objective is to create it. Such a "business plan" MUST: - Have a tool for measuring generated wealth of those involved and reward them accordingly. - Be FAIR to all involved. - Be NO short-cuts for anyone, hidden or otherwise. - Be structured in such a way to ALWAYS give incentive to move up in generating wealth. - Give incentive to ALWAYS help others. - NEVER give incentive to harm the company or others and their generating wealth. - Have valid qualifications for one to meet to obtain higher levels of reward (need to learn to add before you can learn to multiply). - Be clear and available to all interested and willing to put forth the effort to increase wealth production. - Including the tools to measure wealth generation ability (need to know where you are and how to get to where you want before you can get there). == TRACKING THE "CLICK." ============================================== From the individual, group, company, and company comparison to other companies, tracking the "click" is important. Once the "click" begins happening on a regular and steady bases, the internal ability to calculate the "click" bonus can become out of focus, by losing it's original comparison bases of past semi or non-"click" operation. Additionally changes happen in economy, equipment, technology, etc.. and as time goes by, "click" skill should improve. So the problem of how to keep focus and calculate the "click" arises. Let us label this "Tug-Of-War #1." Pricing standards and job classifications. In the Exhibit Industry the sale price of a product and/or service may vary between a standard price structure to a complete variable price based on material cost and labor time. Sale price relating to the clients budget, new major client contract acquisition - first job discount, work load and/or deadline, season, trade show trends or economy, etc.. can affect or vary from a standard price structure. Agreements dealing with unknowns making estimates difficult or near impossible, must be based on real labor time and material cost. Agreements based on final labor time and/or require working with others outside the company whom are not working for the "click," but involved in the project and/or service, will likely contain some element of "motive to milk the job." During such agreements, the company does not want to do so well it reduces its wealth generating potential, by under-cutting the competition to such an extreme the competitor becomes inspired to investigates the how. Or do so well the expectation of the client regarding production cost changes and reduces wealth generation of future projects and the company. Maximum wealth generation is the goal and requires being competitive in price with the competition and not with the company itself. The best sale price agreements are those allowing the "click" skills to be fully applied, those not based on real labor time or require working with others outside the company not motivated to work for the "click." But this is not always possible, so we now have "Tug-Of-War #2", how to deal with agreements that work against the "click." By using "click" integrating, tug-of-war #1 and #2 becomes a "click." By using a classification system representing "click incentive value," we can do several things at once. Not only can we classify an agreement but we can create a detailed pyramid or tree structure chart that breaks down to all tasks required to satisfy the agreement. Clarifying where the use of "click" skills may or may not be best to apply. Communication to the individuals doing the tasks is as simple as adding the "click incentive value" to the work orders. Additionally, for tasks having little or no "click" incentive value, an estimated optimum task time might be added, helping company individuals maintain a competitive edge regarding both final cost to client and contributions to the clients enjoyment factor (the time for little extras that create a good professional impression). For the individuals doing tasks, this information is valuable in allowing them to optimise for the "BIG CLICK" (generating wealth IS in the hands of individuals). The resulting feedback from a classification system, along with tracking the competitors prices, allows "click" calculations to maintain focus. ** It is important to recognize the "click" created from these two tug-of-wars does not generate "click" based wealth directly but creates or maintains future potential "click" based wealth generation. Impress the client and they will keep doing business with the company. However, there needs to be incentive to avoid labor-time based agreements whenever possible, or at least wherever possible in an agreement. Also incentive needs to exist for individuals to meet the estimated time frame with such labor-time based agreements. == GENERATING EMPLOYEE INCENTIVE TO PRODUCE THE BIG "CLICK." ========== Because the "click" is dependent on efforts of individuals, the wealth generated cannot be calculated until it is produced, if it is produced. You don't get the trophy until you win the game! As mentioned in the introduction, integrating a time tested financial reward system into a business in a way not yet done, the unproven exists. There are unanswered questions and specifics to determine but with a feedback system, answers can be found. Determining the total "click" wealth generated should not be difficult. However, how to distribute this wealth fairly must be determined and documented, in a bonus plan, and communicated to all involved. While allowing adjustments to be made to improve fairness. Following are some thoughts regarding a bonus plan. Just as there are levels of integrating skill there are levels of "click" generated bonuses. The personal level bonus needs to exist to give the individual incentive to put forth effort to develop and maintain personal integrating skill. Because this skill level is the foundation of the other skill levels, personal bonus calculation needs to be based on personal wealth generation value. However, this can be unfair to those working on tasks with little or no "click" incentive value and other factors may lend to additional unfairness such as job duties that do not have equal potential for generating wealth, though base pay may be in the same range. Lets label this "tug-of-war A." Perhaps personal should be only personal? The area level bonus can as well be difficult to determine. Much for the same reasons as the personal level. However, there needs to be incentive to work together in developing area integrating skill. We'll label this "tug-of-war B." Perhaps area bonuses should be used to expand an area? Sub-levels of area integration? The full business level bonus may be the easiest to separate from the others but what part of the total "click" generated wealth is to be given? There must exist some worth while incentive to reach this level. Label it "tug-of-war C." Full business bonus should be for those responsible. Additionally a percentage might go to other things: Short, medium, long range investments? Bonus pool to handle job type variation? Area upgrade? Individual or group decision of a percentage of bonus they do not receive directly but for: Area upgrade? Celebration? Contribution to a charity? Grey area. A goodwill buffer used while bonus plan is under development?. Different bonuses paid monthly, quarterly, annually? Monthly special bonus award to give everyone an extra incentive to produce "clicks?" MOST IMPORTANT: Avoid Abuse of the "Click" - never ever rely on the "click" to just happen. Never ever use yet to be obtained bonuses from a "click" to support a potential business "click." Never lose sight, the "click" is a bonus created from and shared by those whom contributed to its continued existence. A bonus that exist only when it cannot be taken back or devalued. Avoid Greed! Considering the main reason for working the "click" and objective of productive business "creating wealth" the topic of profits may come into play. Profit is the measurement of monetary surplus at a given point in time, only time does not stand still. On the other hand, generating wealth is a time based process of productively integrating to create something of greater value than the sum value of its parts. And the only real wealth generation possible. Wealth is not money. Money is the medium, used in society, to measure value and allow trade. Wealth is the environment that one exists in, be it personal or professional. Training employees for individual and group financial investments for personal wealth growth is something to put into action once the "clicks" begin paying off on a steady bases. Such investments and training can only improve company loyalty as it improves the "click" bonuses. The best investments to make is in what one has control over, their own wealth generation ability and potential. == INTEGRATING THE "CLICK" BONUS BUSINESS PLAN ======================== WITHIN AN EXISTING BUSINESS STRUCTURE. Initially, wealth generated from the extra efforts of individuals to obtain a bonus is a value that either did not exist or was taken by individual via time/pay that existed from no bonus plan. With the exception or those, like myself, whom put forth the effort required for producing "clicks" regardless of the unfairness in pay vs. personal production. SO, it is this wealth generated, that the company never had, which is used for bonuses. Eventually, the pay structure might evolve to be an equal base pay (dependent on job duties) plus bonus. A system better inline with individual productivity (wealth generation). A system where it is up to the individual to produce and maintain their own "raise" in pay. == STAYING COMPETITIVE. =============================================== As mentioned earlier, there is only one reason the "click" is unbeatable. So keeping it a company secret is important but in the long run, probably impossible. ****** This has been identified as an error 6/30/94. Had I communicated to co-workers this potential business plan, I may not have received the resistance I had as mentioned in the "Proof" documentation. However, I might have been dissmissed for doing so.****** However, by considering the skills involved in creating "clicks," and the development time of such skill, this alone will keep a company ahead of the competition. Add to this the likely probability of resistance to honestly identifying and properly executing the "click" by an outside company (greed is a major element). What you have at best is a delay while this company continues to improve. In the long run, wealth built within the company and its employees could be high enough employees come to work for reasons beyond the current need to pay their bills. Without financial training of employees working the "click," this would probably be silly, but with proper training..... == SOUR GRAPES and DEALING WITH THE SUCKERS - Government. ============= Simply put, with the changing tax laws and regulations, distributing wealth and financial training are important to keeping the wealth. As everyone really does know, there is intent to suck away the wealth created by productive business by the hands of the government. Nuf said?
Copyright © 1988, 1994, 1996 Timothy V. Rue