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Publisher's
Letter
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Contributors
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| 1.
Surviving
Holiday
Stress
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| 2.
Designing
with
Antiques
and
Recyclables
in
the
Garden
-
Let
your
garden
reflect
who
You
are
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| 3.
Interviewing
a
Babysitter
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| 4.
Lucky
13
–
Beating
the
Odds
for
Marital
Bliss
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| 1.
Is
Following
the
Rules
Still
Worth
It?
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2.
Women,
Beauty,
and
the
Workplace
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| 3.
Happy
Holidays
from
Kuwait
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| 4.
Procrastination
is
a
Waste
of
Time
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| 1.NORTH
CAROLINA
BLISS
GOES
TO
CANADA
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2.
Take
Two
Laughs
and
Think
About
It
in
the
Morning
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| 1.
Either
Way
You
Slice
It,
Understand
Advertising
Opportunities
to
Effectively
Promote
Your
Company
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2.
Being
an
Effective
Leader
by
Building
Trust
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| 3.
"Nice"
Doesn't
Mean
Good
or
Effective
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4.
I
CAN
ALWAYS
GET
A
“REAL”
JOB…AND
OTHER
LIES
FROM
THE
CREATIVE
ENTREPRENEUR
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1.
The
4W’s
to
Create
Successful
Space:
A
Time
and
Place
for
Productivity
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| 2.
Stick
to
Your
New
Year’s
Resolutions
by
Understanding
the
Pitfalls
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| 3.
Nurturing
Her
Fellow
Artists:
Cheryl
L.
Weisz,
author,
The
Artist
Handbook
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| 4.
Seven
Social
Savvy
Strategies
for
the
Season
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| 1.
What
is
Your
Name?
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2.
Blending
Sacred
Stuff
from
the
Past:
Making
New
Memories
in
the
Present
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| 3.
Grief
and
Beyond—Some
Facts
about
Suicide,
Survivor
Issues,
Ways
to
Prevent
Suicide,
and
National,
State,
and
Local
Resources
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Habitat
Charlotte’s
Gift
from
the
Heart
Holiday
Card
Program |
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1.
Mint
Museums'
Long
Range
Programs
&
Events
Schedule
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| 2.
Mint
Museums'
Long
Range
Exhibition
Schedule |
| 3.
Design
Made
in
Africa,
December
–
January
6,
2007
McColl
Center
for
Visual
Art |
| 4.
McColl
Center
for
Visual
Art
December
1,
2006
-
January
6,
2007 |
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Copyright
©
2003-2008
All Rights Reserved
All content herein
published with permission
and remains the intellectual
property of the contributor.
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Site
sponsor...
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"Nice"
Doesn't
Mean
Good
or
Effective
Have
you
ever
been
asked,
or
asked
someone
else,
about
a
particular
manager?
Was
"nice"
the
first
word
you
used
to
describe
the
person?
Nice
managers
can
be
great
managers.
Nice
managers
can
be
ineffective
managers.
“Nice”
says
very
little
about
anyone.
Sometimes
it
seems
that
using
the
word
“nice”
to
describe
a
manager
is
like
telling
someone
their
blind
date
has
a
"great
personality."
It
doesn't
address
the
good
or
the
bad.
It
certainly
doesn’t
include
the
whole
picture
of
the
person
or
particularly
relevant
characteristics,
but
it
does
set
off
warning
signals
in
our
brains.
Have
you
worked
for
a
"nice"
manager?
One
who
just
wants
everyone
to
get
along?
Who
in
trying
to
keep
things
"equitable"
and
without
conflict
lets
the
effectiveness
of
the
group
decline?
Or
one
who,
in
trying
to
be
popular,
lets
a
few,
or
even
the
majority
of
the
team,
get
away
with
less
than
stellar
performance?
An
experienced
manager
once
said
there
were
four
F's
to
managing—fair,
frank,
friendly,
and
fun.
Let's
take
these
one
at
a
time.
Fair
doesn't
mean
treating
everyone
exactly
the
same.
It
does
mean
being
consistent,
providing
the
appropriate
degree
of
support
and
supervision
for
each
person's
level
of
performance,
and
ensuring
each
individual
makes
an
equal
share
and
contribution.
To
be
fair
often
means
not
being
"nice";
it
means
being
respectful,
clarifying
expectations,
and
making
it
clear
those
expectations
are
not
being
met.
It
also
means
taking
into
consideration
circumstances
and
context
of
an
issue.
It
doesn't
mean
ignoring
a
problem
or
hoping
things
will
resolve
themselves.
For
instance,
when
a
group
has
to
work
together
to
produce
a
product
or
service
and
everyone
has
a
specific
role
and
requirements,
a
consistently
late
team
member
causes
the
other
members
of
the
team
to
pick
up
extra
tasks
or
be
idle
waiting
for
the
late
team
member.
Both
are
costly
to
the
efficiency,
effectiveness,
and
morale
of
the
team.
Letting
the
person
get
away
with
the
behavior
signals
it
is
acceptable
and
the
other
team
members
will
be
unfairly
burdened.
This
may
seem
"nice";
it
isn't
positive
for
your
team.
Frank,
straightforward,
direct,
to
the
point—however
you
put
it,
it
means
addressing
issues.
The
consistently
late
team
member
is
an
issue.
A
frank
discussion
is
required.
The
tardy
behavior
isn't
the
true
issue.
The
issue
is
not
keeping
commitments
to
the
company
and
the
team.
It
is
critical
the
manager
hold
a
frank
discussion
with
the
employee
to
learn
what
is
going
on.
It
may
be
the
employee
has
some
major
personal
issues.
It
may
be
appropriate
to
look
at
changing
job
assignments.
It
may
be
any
number
of
causes,
reasons,
or
issues.
For
the
manager,
this
is
a
performance-impacting
issue
that
must
be
addressed.
Friendly
seems
self-evident.
Having
good
relationships
with
your
staff,
team,
peers,
and
bosses
enables
you
to
get
things
done.
Friendly
doesn't
mean
that
anyone
gets
a
free
ride.
Friendly
doesn't
mean
that
you
don't
hold
team
members
accountable
for
results
and
performance.
It
means
having
a
positive
atmosphere,
demeanor,
and
being
approachable
to
discuss
and
address
issues.
Fun
isn't
associated
often
enough
with
the
workplace.
Work
is,
after
all,
serious
business.
Work
is
also
where
we
spend
the
majority
of
our
time.
If
it
isn't
a
fun
place,
it
drains
our
energy
and
has
us
empathizing
with
cartoon
characters
like
Dilbert
(who
I
once
was
sure
resided
in
the
cubicle
beside
me!).
Fun
is
being
able
to
talk,
laugh,
and
enjoy
being
at
work,
if
not
the
work.
It
doesn't
mean
throwing
a
baseball,
Nerf
ball,
or
other
items
around
in
the
office
while
others
work.
It
doesn't
mean
surfing
the
Web
while
colleagues
are
freaking
out
as
a
deadline
approaches.
Fun
also
isn't
inappropriate
or
derogatory
jokes
at
a
coworkers
expense.
Fun
is
an
atmosphere
of
mutual
respect
and
being
able
to
get
involved
in
non-work
related
activities.
It
is
about
building
professional,
yet
personal,
ties
with
team
members.
Nice
managers
can
be
good
managers
if
they
keep
in
mind
that
popularity
isn't
the
final
measure
of
success.
Popularity
without
respect
and
an
ability
to
get
the
work
done
isn't
a
long-term
career
builder.
By
all
means
be
nice,
but
also
be
effective!
Keep
the
four
f’s
in
mind
as
you
lead
your
team
and
you
will
be
able
to
be
effective
and
"nice."
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Lea
Strickland, MBA, CMA, CFM, CBM, president and founder of F.O.C.U.S. Resources
(a business management systems consulting firm that addresses the total
business through financial performance), has over 18 years experience
in financial and operational leadership positions with various companies
including four Fortune 500 and Global 100 companies. She has worked with
established and emerging companies—private and public, US and foreign-owned.
She holds degrees from The Ohio State University (MBA—Accounting,
Marketing and Human Resource (Change Management)) and The University of
Charleston (Bachelor of Science—Finance and Business Management
with technical minors in Marketing and Accounting).
As a financial leader, Lea was instrumental
in obtaining funding from Deutsche Bank for a local technology growth
company. She is also credited for saving over $30 million for a manufacturing
operation and obtaining $97 million in funding for the expansion of that
same facility. Her client and industry experience includes audit, banking,
OEM automotive and tier one automotive manufacturing, electonics manufacturing,
consumer products manufacturing, software, industrial textiles manufacturing,
and many other industries.
In 2004, Lea was asked to be expand
her consulting practice into working with government grant and contract
recipients on compliance and financial control systems. The government
funding-compliance consulting focuses on small technology, bio-technology,
software, and bio-agriculture businesses transitioning from research and
development to full commercial operations.
Ms.
Strickland
was
also
asked
to
develop
an
“On-shoring”
program
to
provide
consulting
services
to
technology
firms
in
Europe
and
Asia
seeking
to
locate,
build,
and
operate
facilities
in
the
United
States.
These
innovative
tele-workshops
are
provided
via
telephone
and
Internet
to
companies
prior
to
their
establishing
a
footprint
in
the
U.S.
market.
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In
addition to her consulting services, Lea is a well-known and sought-after
speaker, expert panelist, workshop leader, and author on start-ups, micro-enterprise,
small business, financial systems, and business issues for companies of
all sizes. Since 2003, she has had over 200 articles published in journals,
newsletters, website expert sites, and magazines (print and Internet-based).
Her credits include:
Expert Columnist: Carolina Newswire, NC Journal for Women, Business
Leader Magazine, Local Tech Wire
Book: Out of the Cubicle and Into Business
Area/Topic Expert: Entrepreneur Magazine
Contributing Writer and Advisor: Small Business Technology Magazine
Lea has been honored with the several
awards including: Outstanding Young Executive in the U.S. (1989), International
Who’s Who of Professional Management (1999), and Who’s Who
of Executives and Professionals (2003). Currently, she is active in municipal
governance, serving on the Town of Cary Zoning Board of Adjustments (2001
to the present). She has served as an expert panelist and speaker for
the following community and business organizations: Council for Entrepreneurial
Development, Wake County (North Carolina) Community Colleges, Institute
of Management Accountants, Graduate Women in Business National Conference
(2002), Executive Women Club, Fast Trac Programs, Small Business Technology
Development Center (North Carolina)
In addition to her current client
list, Lea (together with other business and community leaders) donates
her time to establish affordable resource programs for entrepreneurs and
small businesses. She is also co-hosting the North Carolina Capital Markets
Exchange to aid emerging and growth businesses in obtaining growth capital.
“For Lea, it isn’t about
fitting the business to the method, it’s about finding the right
approach for the business.” - G. M., Electronics Manufacturer
Lea’s hobbies and interests
include writing poetry and short stories; reading; piano; community services—mentoring
programs; and painting (oils, acrylics, watercolor, and mixed media) landscapes,
seascapes, and portraits. She also enjoys spending time with family (especially
her two nieces) and friends.
Lea
Strickland, MBA CMA CFM CBM
President & CEO F.O.C.U.S. Resources
104 Barcelona Court
Cary, NC 27513-4201
Main Telephone: 919.234.3960
Mobile: (919) 210-7171
Lea@focusresourcesinc.com
www.focusresourcesinc.com
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Upcoming
books:
Into Business Step-by-Step: Making the Key Decisions—Winter
2005
Government Grant Accounting – The Business Requirements
of Government Funding—Winter 2005
Vision, Strategy, Structure - Results—2006
The 360° Enterprise—2006 |
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