Publications

April 10, 2015

Weekly Report 15-15.

THE LEADERSHIP MODEL WHICH DCG HAS PREACHED FOR DECADES has been substantiated by a major McKinsey survey of 189,000 people in 81 diverse organizations around the world: “While different business situations require different styles of leadership…four core behaviors account for 89% of leadership effectiveness”: (1) Seeking and considering “different perspectives for sound analysis to avoid... Continue
April 4, 2015

Weekly Report 15-14

ARTIFICIAL SWEETENERS ARE UNSURPRISINGLY DIAGNOSED AS TROUBLE. “Research is mounting that low- and no-calorie sweeteners may not be a great choice for dieters. A recent 9-year study of seniors found that diet-soda drinkers gained nearly triple the abdominal fat – 3 inches.” Two hundred times sweeter than sugar, no-calorie packets apparently “interfere with a natural... Continue
March 29, 2015

Weekly Report 15-13

LIFETIME TRANSFER PLANNING is more about “discussion of contingencies rather than structure,” focused on strategies for wealth protection (including tax avoidance) and for distribution of assets to loved ones, charitable entities and/or other legacy objectives, before deathbed decisions & declarations in the midst of family turmoil. Best approaches ensure (1) Tax advantages and inflation protection... Continue
March 21, 2015

Weekly Report 15-12

MILLENNIAL UPDATE: Some 92 million people aged 15 to 35 now comprise the biggest generation in U.S. history and their impact is huge – on their parents as well as the country’s economy. Having come-of-age during years of dramatic economic disruption, technologic change and globalization, the experiences, expectations and behaviors of millennials are quite different... Continue
March 21, 2015

Weekly Report 15-11

AN EFFECTIVE PERFORMANCE EVALUATION PROCESS IS CRITICAL to employee motivation, development and retention. But most businesses utilize archaic processes which can produce the exact opposite results, by: (1) Making the process an intimidating one-way criticism “on the past and who’s to blame… versus the future and what needs to happen”; (2) Claiming to be objective... Continue