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Ever feel like fear and self-doubt have your consulting or coaching business dreams in a chokehold? Like every time you want to take a step towards your goals, a little voice in your head whispers, “What if I fail? What if nobody will hire me? What if I wind up poor and losing everything?” Let me tell you what NOT to do. Do NOT make the #1 biggest mistake that consultants or coaches make when dealing with the normal fear that comes with making a big career change like this, which is
In a well-functioning capital market, profits should be the sole criterion for firm survival; that is, firms reporting losses should disappear. Of late, however, loss-making firms are highly sought after by investors — often more than some profitable firms. Unicorns, or startups with valuations exceeding a billion dollars, are examples of such loss-making firms.
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In the realm of business, networking is more than a valuable skill; it is a cornerstone of professional growth and success. For executives and entrepreneurs, the ability to connect with peers, share insights, and collaborate on solutions is crucial. TEC Canada stands at the forefront of facilitating these connections through its extensive executive network, offering unparalleled opportunities for members to grow both personally and professionally.
Typically, organizations in the midst of transformation efforts spend significant time and resources trying to correct massive amounts of “technical debt” — the price of years of short-term decisions and prioritizations that result in an overly complex technological infrastructure. But equally challenging is managing organizations’ often undiscussed “process debt” — the build-up of often antiquated, functionally isolated, and customer-disconnected ways of doing work.
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Typically, organizations in the midst of transformation efforts spend significant time and resources trying to correct massive amounts of “technical debt” — the price of years of short-term decisions and prioritizations that result in an overly complex technological infrastructure. But equally challenging is managing organizations’ often undiscussed “process debt” — the build-up of often antiquated, functionally isolated, and customer-disconnected ways of doing work.
There are now plumbers, electricians, contractors, and a variety of home improvement people who operate virtually. They explain what tools to use, patiently wait after you’ve made a mistake or lost a part, and “walk you through” (or, perhaps really “talk you through”) the repair. This is advisory work using modern technology to reduce expenses, reduce (the provider’s) labor intensity, and enable a greater volume of business with least disruption to family ti
He had a hard time lying because his nose got longer every time he did. Gas-powered leaf blowers would disappear if the smoke they belched out was black instead of invisible. And few people would start smoking if the deposits on their lungs ended up on their face instead. We’re not very good at paying attention to invisible or gradual outputs.
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