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Month: October 2018

Courage and Curiosity – Turnkeys to Regenerate Your Business

Posted on October 26, 2018 in Uncategorized

With the second decade of the twenty-first century well underway, we now know that the world of business has changed beyond all recognition as we weather the global turbulence induced through corporate and, more often than many of us would care to admit, our own personal greed.

Long gone are the days of job security and the old-fashioned compulsion to stay with one employer, without which ‘loyalty’, the incremental and arduous climb from the shop floor to the boardroom, could seldom be achieved.

Engagement rules have changed as such things as commitment and loyalty to one organisation, one person, one product or one service are rendered obsolete in the search for something more authentic and meaningful in our lives as we embrace a new decade in the twenty first century.

The changes we now encounter are happening with lightning frequency and are discontinuous. Certainty, the illusive illusion we pursue as an intelligent species, continues to find favour as we repeat tried and, at times, somewhat outdated business systems and processes, in the hope of finding the ideal marketing ‘mix’ that will re-lay the financial ‘golden egg’.

As the world around us shifts, some of us are at risk of drifting and floundering amidst the warp speed changes in technology while others are revelling in the delights this advancement brings embracing the freedom and flexibility of new ways of working and places to work from. The lure of the cybernet cafe or being able to deliver client care and value while snuggled under the duvet on a cold winter’s day or while listening to the ocean waves lapping close to the sand grains that trickle through our toes are technological advances welcomed and enjoyed by the many.

As the structure of work changes and significant numbers of people have either jumped off by choice or been pushed off the treadmill of the corporate ‘9 to 5’ through redundancy, new ideas and new businesses are springing forth like shoots of the olive branch. Entrepreneurs and solopreneurs have embraced the freedom from the daily grind and, through their courage and commitment, are regenerating themselves and their businesses to provide value, services and products to clients and prospects around the globe.

Regeneration requires us to be courageous, to recreate, to transform ourselves, to renew our products and our services into something that has new and deeper value. It requires us to go beyond what we already know, to be curious, to consider what is possible even when we don’t know how we can achieve this or exactly when it will happen.

Business regeneration requires exploration of ourselves and our offer from a new perspective, a deeper level of being. It asks us to step outside our comfort zone of familiarity and to align ourselves internally through a process of renewing and reconstituting. From this place of alignment, we can become the best we can be, creating authentically as we redefine our vision, recommit to service, redevelop ourselves and our offer and rejuvenate our value.

When we decide to regenerate our business, we give ourselves permission to pause and reflect, to take stock, dust ourselves down and reform while learning from the past and leave any defects behind. Regeneration enables us to reconfigure existing resources, reawaken dormant ideas, services or products and recycle these into something new, innovative, valuable and exciting. It helps us to rebrand our assets and align their value to meet the changing needs of a rapidly evolving new business order.

Many industries have already led the way in regenerating themselves. A good example is the music industry whereby assets have been rebranded into something new and valuable moving from vinyl to cd, to mp3 and instant internet down load. In other instances, from corporate giants to individuals, each is seeking to regenerate as they consider different ways of doing things and new ways to recreate and move their business to serve more clients while doing less and earning more financially. So a question to ask ourselves as we seek to regenerate our business is – “What is possible for me? What new value can I create if I want to step up and take my business to the next level?”

Whether you are an entrepreneur, solopreneur or a corporate business leader, regenerating your business is a skill to be learnt, an art form to be applied, a creativity to be explored and a reinvention to be deployed. Flexibility and adaptability are keys to success alongside open-mindedness and an ability to be curious and explore possibilities with the precision of a laser beam and the imagination of a toddler play theme.

Business regeneration requires us to stay curious, connect and acknowledge our clients and prospects and to offer them choice and value as we serve from our hearts. The world of the second decade of the twenty-first century needs visionary business leaders whether we work as entrepreneurs, solopreneurs or within the boardroom of a corporate global business. Business regeneration requires action, it needs people who are prepared to step forward with courage and are committed to regenerating themselves from the inside out to add value, share their gifts and talents and make a real difference in this world.

As business people who believe we have a contribution to make, let us each ask ourselves – “Am I up to the task?”…. “How true is this for me?”… “Am I willing to do what it takes to regenerate myself and my business to make that difference to the clients I serve?”

If yes, then go to it… curiosity and courage are turnkeys to success. The business world yearns for more and more enlightened leaders who have rediscovered their latent capacity for perpetual development and dare to be courageous by authentically renewing and regenerating their business with both their hearts and their minds.

Curious Perfume Review

Posted on October 25, 2018 in Uncategorized

Are you curious about the Curious perfume? Britney Spears’ Curious fragrance is one of her best selling perfumes for a reason. It smells heavenly. The scent is a light floral scent, which makes it the perfect scent to wear during the springtime, summertime, or anytime really. If you are at all curious, read on to find out a little about the Curious perfume.

Do you want to spend spring days walking through a grassy field of fresh wildflowers? Or how about long summer days relaxing in your garden or at the park reading a book? Well, that is how the Curious ladies perfume will make you feel. The scent is very light, feminine, and floral. There is a strong Louisiana magnolia note in the perfume. Other notes consist of golden Anjou pear, lotus flower, tuberose, vanilla-infused musk, pink cyclamen, star jasmine, sandalwood, and blonde woods.

Do you wear a different lady perfume depending on the season? A new scent to go with the new changes of the season is really nice. After all variety is the spice of life. Why not change it up a bit? Plus, just wearing a nice light scent, like the Curious fragrance, just makes you feel more fresh and ready for anything. Where as a musky strong amber scent is perfect for curling up to a warm fire on those cold fall and winter months. A new fragrance can make you feel like a new woman too. Time for a new start.

If you are looking for a fresh start, you might want to check out Britney Spears’ Curious perfume. It is just fun to have more than one signature scent in your perfume collection. Linger in the magnolia floral scent and relax. Or smell it throughout your busy day to give you a minute of relaxing bliss. Whether you are curious about the curious perfume or not is up to you, but it is one of the top ladies perfumes on the market!

Business Ethics, Moral Authority and the Schools – The Curious Case of the Missing Criminologists

Posted on October 23, 2018 in Uncategorized

The connection between scams and the ethical crises we face…

Every scam is built on a lie that someone wants us to act on. What makes detecting the scam so difficult? The answer lies in the two greatest ethical crises the business world faces today. It is the crisis of pervasive cheating and the crisis of people watching and doing nothing as those around them cheat. Often, those we rely on to help us detect the scams are themselves either directly or indirectly part of the scammer class. This raises an obvious question: Considering people know they shouldn’t cheat and shouldn’t look away as others do, why do they? And how do we motivate people to do what they know they should do?

Over the years, criminologists have studied this question and have reached some invaluable conclusions. Inexplicably, however, our business schools and business ethicists have largely ignored the criminologists. Why is that?

Isn’t it just a tad curious that the business schools haven’t thought to recruit a few criminologists to help cast some light on how to motivate business students to honor their moral obligations — both while they are still in school and after they enter the workforce? This is truly the case of the missing criminologists…

Is the reference to “ethical scandals” misleading?

Perhaps a starting point is to take another look at our assumptions regarding the recent high-profile scams. What took place at Enron, WorldCom and Parmalat was not necessarily an “ethical scandal.” Nor was it the result of an obscure or fuzzy issue of business ethics. Nor was Bernard Madoff’s business model the result of any moral ambiguity. Instead, these examples simply reflect something anyone would understand: an outbreak of criminality – high-level white-collar crime that displayed a disdain for the law.

From the perspective of the criminologist, what intrigued them was that, while most people wouldn’t consider shoplifting from their local candy store, many actually do steal from their employer. According to one study, the losses suffered by their employers exceed the total economic loss suffered from all street crime combined. And this doesn’t take into account the losses suffered from corporate crime, i.e. crimes committed by people on behalf of their employers.

Perhaps, therefore, instead of referring to ethical scandals, we should be referring instead to criminal scandals? What is noteworthy is that, while in some areas, such as bio-ethics, it might not be clear what the right thing to do is, in the high-profile scams and scandals, there was rarely a dispute about what the right thing to do was. So, if there was little or no disagreement about what the right thing to do was, what could business leaders do to help motivate their employees to do the right thing and avoid doing anything criminal? Perhaps the insights of a criminologist would help… 

Criminologists and crime prevention…

So, how is this for a thought? If our business leaders and the deans of our business schools really want to stop future scams, perhaps they should focus more on criminology and crime prevention and what motivates people to commit crime, rather than on esoteric ethical theories.

Criminologists have dedicated enormous time and resources to studying the cause of crime. This has resulted in a sophisticated and valuable body of research. For truly inexplicable reasons, business ethicists have largely either ignored or overlooked this body of work. One example is Cressey’s 1953 classic study entitled Other People’s Money in which he conducted extensive interviews with convicted embezzlers regarding their why they embezzled. Remarkably, in the 25-year history of the Journal of Business Ethics, Cressey’s study was apparently cited only once.

This reluctance of business ethicists to explore the work of criminologists has led to a strange result. As the business ethicists rely on several popular theories to explain what motivates people to commit crimes, the criminologists — those who are the experts in the field — are practically unanimous in rejecting those same theories. To suggest there is a “disconnect” here appears more than just a mild understatement… 

The theories criminologists reject and those they accept…

So, almost unanimously, criminologists reject three of the popular theories, sometimes called “folk theories,” that the business ethicists embrace. The first is that criminals suffer some defect of character. The second is that they suffer from an excess of greed. The third is that they ”don’t know right from wrong.” Despite this, business ethicists still offer these theories to explain what motivates people to commit crimes. More about this in later articles…

The theory that criminologists do accept involves ”techniques of neutralization.” This embraces the idea that how people think about their actions and their situation is directly related to their propensity to commit various crimes. More about this in later articles too…

Criminologists generally tend to focus not just on why people commit crimes, but also on why more people do not commit crime. They point out that, of all the people who could benefit from crime, only a quite small percentage of people do in fact commit crime. This is the case even though the chances of being caught are relatively small and the punishment, particularly for business-related crimes, is relatively quite modest. So, the criminologists ask, why don’t more people commit crime?

One explanation they offer is to point out some type of process in which people align themselves to the social expectations of those around them. It is about the company those people keep. The question then turns to why some people deviate from those social expectations. Crime is widely understood to represent some form of deviance, but it is not entirely clear in many cases where the deviance lies and why it occurs. It is also not entirely clear why people resume conformity after they have deviated from it. This is clearly a critical area of study for anyone wanting to understand how to address the crises we face of cheating and looking the other way. 


The body of research of the criminologists is quite useful to business ethicists, yet the business schools largely ignore it. To the extent that they do rely on the folk theories that are now thoroughly discredited by the criminologists, the business schools are unhelpful and fail to provide our future leaders information that might well help them to address the crises we face.

If the business schools disagree with the criminologists in what plays a major role in determining how people conduct themselves, they should at least debate those holding those views. As someone who has some experience in the business world, it makes great sense to me that how people conduct themselves is indeed related to the situation in which they find themselves and what they think about this situation. Further, as important, is their perception about what others think about the situation. Why the business schools ignore or reject this without discussion is curious…