Publications

January 15, 2020

Weekly Report 20-02

2/3 OF FAMILY-OWNED BUSINESSES NEVER MAKE IT TO THE SECOND GENERATION (and 85% are gone by the 3rd) – mostly because they are seldom structured or managed effectively. Controlling owners find it uncomfortable to balance multiple roles; family members have expectations, envy, ego, insecurities or entitlement issues; communication is often stifled by emotional entanglements. Decades... Continue
January 6, 2020

Weekly Report 20-01

  CALIFORNIA EMPLOYERS NOTE NEW LAWS EFFECTIVE NOW: ‘INDEPENDENT CONTRACTOR’ classification (1099) law now stipulates a ‘legal presumption’ that ALL workers, unless professionally Licensed, are Employees, irrespective of written agreements. To escape the presumption, workers must now satisfy all three legislated tests: (1) Contractually and factually free from control of the hiring entity; (2) Performing duties... Continue
December 18, 2019

2019 YEAR END REPORT – 19-52

     THOUGHTS FOR  YEAR-END CONTEMPLATION ‘TIME MANAGEMENT’ IS AN ILLUSION. It passes irrespective of our desire, intention or behavior. So framing efforts to improve productivity or efficiency in the context of the ‘clock’ is misdirected. Reality is that the problem in achieving results is “misplaced attention in a distracting world filled with technology designed to persuade... Continue
December 10, 2019

Weekly Report 19-51

LAX IS THE 4TH BUSIEST AIRPORT IN THE WORLD, annually serving over 87 million passengers with half departing on planes every 50 seconds, after having been “cross-profiled with algorithms and matched against ‘watch-lists’ some twenty different ways,” then screened (along with 100,000 others daily) by many of 2,700 TSA agents who confiscate guns/knives/gels/ aerosols &... Continue
December 1, 2019

Weekly Report 19-50

AS 2020 STRATEGY EVOLVES, EMPLOYERS NEED AWARENESS THAT ‘GENERATION Z’ KIDS, born after 2000, are now entering the job market with perspective quite different than any previous generation. Effective management involves both understanding their unique perspective and procedural integration with existing multi-generational employees. Key factors include their (1) having experienced the economic volatility and financial... Continue