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Are You Killing Your Goose?

Vincent Viewpoints Header-vincent-ken[su_dropcap style=”flat”]W[/su_dropcap]E HAVE ALL heard of killing the fattened calf or the fattened goose for a celebratory occasion. We are also warned to not kill the goose that lays the golden eggs. Frankly, I’ve had geese though unfortunately I’ve never had one that laid golden eggs, just white eggs.

However, I’ve seen companies of all sizes that were geese that laid golden eggs as profit. Interestingly enough some CEO’s and owners kill these geese in an effort to get them to lay more golden eggs.

Admittedly, companies must change or be left behind and that is true of all types of enterprise. However leadership must carefully measure how much change their companies can stand and at what pace. How much can employees take? How much can the customer base handle? How much can management even manage?

millennialSome change is caused by competition, some by changing methods and advances in machinery and technology. Some is dictated by the customer base. I’ve even seen some cases where change is caused by personnel. I was involved with one multi-national company where the young, gung-ho MBA’s pushed change through that nearly wrecked one of the subsidiary companies.

Many of the millennials entering the work force today are pushing for change. That in and of itself isn’t all bad, but one could question whether or not they have the experience and seasoning that allows them the judgement to measure how much change can be accommodated in a company without butchering the goose.

It becomes incumbent on company leadership to determine how much change all parties can handle rather than driving away customers, seasoned employees, and perhaps even lenders and investors. I am watching two companies now where the tail is beginning to wag the dog because senior management is hesitant to tamp down the enthusiasm of their new young hires.

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Ken Vincent
Ken Vincenthttp://sbpra.com/KennethVincent/
KEN is a 46 year veteran hotelier and entrepreneur. Formerly owned two hotels, an advertising agency, a wholesale tour company, a POS company, a leasing company, and a hotel management company. The hotels included chain owned, franchises, and independents. They ranged in type from small luxury inns, to limited service properties, to large convention hotels and resorts. After retiring he authored a book, “So Many Hotels, So Little Time” in which he relates what life is like behind the scenes for a hotel manager. Ken operated more that 100 hotels and resorts in the US and Caribbean and formed eight companies. He is a firm believer that senior management should share their knowledge and experience with the next generation of management.

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