Why I Don’t Do Things For Free And You Shouldn’t Either

 

If you listened to my podcast or have been following my social media accounts this week then you know I’ve been talking a lot this week about the importance and value of investing in yourself. Whether you’re climbing the corporate ladder or are an entrepreneur the more you invest in yourself, your skills, and your knowledge base the more marketable you make yourself.

If you work in corporate America and are working your way up to success then you are already aware that at the very least you need some sort of college degree just to get your foot in the door. If you want to be an executive or lead an organization then you definitely have to invest in a post graduate degree and you have to have years of experience under your belt. No matter which way you look at it, education is the key to that corporate gateway which is why post-secondary education is such big business.

I, for one, have spent tens of thousands of dollars to work at a corporation that neither motivates me or speaks to the things I am most passionate about. To date, I have amassed almost $90,000 dollars in student loan debt to work at a job that is not aligned with my dreams and passions. Yet and still, when I was unclear about my future and the direction I wanted my life to take, I invested in my education. Why? Because even though at the time I did not know what my purpose in life was I knew I wanted a “good” job

Fast forward some years later, I am now in my late 30s and I am very clear about what my future looks like. I am no longer wasting time or money on things that are not directly aligned with my dreams and passions. I live in my purpose every single day and I’m very aware of the things I am investing in. I am very intentional on what I spend my money on and am now investing in workshops, residencies, classes, books, and conferences that will not only increase my knowledge base and improve my skills, but also allow me to network with individuals doing the same things. Putting myself in the same room with those who are doing what I’m doing or are interested in hiring people with my skills and knowledge, is key to growing my business and it should be what you’re doing too.

Many entrepreneurs, small business owners, and freelancers/consultants don’t invest in themselves as much as they should. We all have our reasons as to why we don’t. Sometimes we have competing priorities (I talk about that also in my podcast) that won’t allow us to invest in ourselves, and I know when you’re first starting out and haven’t made a profit from your business it may hinder your ability to invest in yourself.

However, never allow not having something stop you from getting what you know you need. There are many creative and inexpensive ways that you can invest in yourself (listen to my podcast here for inexpensive self-investment options). When you invest in yourself, especially if you’re a freelancer/consultant like myself, you’re not only gaining knowledge you’re also setting the value of your services. Not only are you now more marketable, but you also show potential clients/customers why they should purchase your services versus that person doing the same thing who may not have the same level of expertise.

Far too many people out here are either giving away their services for free or undervaluing themselves. Don’t short change yourself because you think people aren’t willing to pay. They are and they will if they see that you’re worth it. I very rarely do things for free because I know what I bring as far as expertise, years of experience, and knowledge. I am constantly investing in myself so that I can give my customers the absolute best. Additionally, time is money. So if I’m taking time from my busy schedule that could be better spent with my family, or on another activity that is valuable to me, I expect to be paid.

Don’t get me wrong, there are occasions where I’ll donate my time if I truly believe the project or event’s purpose is community based and is aligned with my own personal commitment of giving back, but that’s the exception, not the rule. The thing about charging for your services is that people will respect your time more if they have to pay for it. They won’t waste your time if they’ve had to dig in their pockets. Remember that. People don’t respect free work that’s why you have to charge them. In the infamous words of Birdman, “Make ’em put some respek on your name”.

The point I’m trying to make is if you are in business for yourself then you have to start acting like it. Nothing of real value is free and that includes your time, expertise, and knowledge. Below are some tips to make sure you are getting paid and not getting played!

Have a services/product price list.

Be prepared to show potential clients/customers your price list as soon as they inquire about your services. Be transparent and include all fees so that your potential client/customer isn’t surprised later on in the transaction process. If you don’t have a price list, create one. NOW! Let potential customers know exactly what they’re paying for (show them your credentials if you have to). Your price should consider not only your time, but also everything you’ve invested into making you the right person for the job.

Collect deposits.

Start charging deposits in order to secure the date and time. This one is so important because if you block out a date for someone and they end up canceling the event or deciding they don’t want to hire you, you now have potentially lost income for any other events you could have booked that day and didn’t. The non-refundable deposit at least offsets some of the potential income that has been lost.

Always remain professional.

Your reputation is what’s going to make or break your brand and how you present yourself is crucial to creating a great business relationship with your customers. Some things to consider that will add value to your business is:

• · Having clients sign a contract that clearly outlines the services they are paying for. This ensures that there is no miscommunication by either party.
• · Always do what you say you’re going to do. Be a person who stands by their word.
• · Establish a cancellation/refund policy and inform the customer (even if it’s a no refund policy) let the customer know what they’re getting themselves into.

Navigating the world of entrepreneurship can be tricky and overwhelming, but if you’re well prepared it doesn’t have to be. As long as you stay committed to your mission and your vision, know what you bring to the table, and don’t undervalue yourself you will always come out on top.

Now That Bitcoins Are Worth More Than Their Weight In Gold, Is It Time For Central Banks To Make Their Own?

Nafis Alam, Sunway University and Graham Kendall, University of Nottingham

The history of gold trading can be traced back hundreds of years while bitcoin, a digital currency that uses encryption and works independently of central banks, has been around for less than ten.

But the cryptocurrency is now starting to challenge gold as the investment of choice. Its meteoric rise is such that on March 3, 2017, bitcoin overtook gold for the first time, trading at US$1,290 compared to US$1,228 for an ounce of gold.

All the gold that has ever been mined would easily fit under the legs of the Eiffel Tower – in fact, multiple times. Gold’s scarcity is one reason for its value. Another reason is that it’s a very nonreactive metal so it doesn’t tarnish, which is important if you’ve invested millions and don’t want it to slowly deteriorate.

Most governments keep some of their funds in gold (as the video below explains). But although gold is seen as a safe haven in times of crisis, it is still subject to the usual market fluctuations of any commodity. Once the bitcoin reaches its full potential (all bitcoins are mined) the value will be much more stable.

What is bitcoin?

Bitcoin is a virtual currency used for electronic purchases and transfers. It has recently been gaining popularity and a growing number of businesses, including WordPress, Overstock.com, and Reddit, now accept it as a form of payment. Microsoft already accepts bitcoin payments through its Windows 10 and Windows 10 Mobile platforms, while those shopping online at Shopify may use bitcoin as payment.

Bitcoin is also moving outside the virtual space; what may be the world’s first bitcoin store, House of Nakamoto, opened early this year in Vienna. There, people can buy bitcoins for euros, and vice versa, from a dedicated bitcoin ATM. Drinkers in Cambridge can pay for beers at a pub called The Haymakers.

The number of bitcoins is capped at 21 million. As of March 2017, there were almost 16.2 million circulating. The supply of coins grows steadily because of the way bitcoin is programmed. Each “miner” (“mining” is lingo for the discovery of new bitcoins – anyone with computer knowledge and access to blockchain software can act as a miner) introduces new coins to the supply at a rate of around 12.5 coins every ten minutes.

Mining is the process of adding transaction records to bitcoin’s public ledger of past transactions (blockchain). The blockchain confirms transactions as having taken place to the rest of the network.

Even as far back as 2013, bitcoin was worth almost as much as gold. And, at the end of 2016, the total value of bitcoins in circulation was US$14bn.

A good investment opportunity?

Investment in digital currencies, such as bitcoin, has emerged as an alternative to traditional forms of money and created a niche that’s driving major innovations in the financial sector, such as peer-to-peer lending, and digital wallets. As traders gain confidence in alternative forms of money and payment mechanisms, bitcoin is seen as a possible investment alternative.

In fact, bitcoin exhibits similar features to gold – limited global supply, maintaining value and hedging against global market volatility. Such is the exuberance in bitcoin investment that it actually outperforms the precious metal, generating an annual return of 155% compared to gold’s annual loss of 6% during the same time period.

Even though Bitcoin seems a profitable investment tool, its value can be as volatile as the value of the gold, depending on the perceived risk of owning bitcoin as a commodity. Bitcoins are encrypted for security purposes, but while the coding identifies the currency itself, it does not identify its owner. If someone hacks the miner system and gets a secret bitcoin code they will eventually become the rightful owner.

Even though Bitcoin seems a profitable investment tool, its value can be as volatile as the value of the gold, depending on the perceived risk of owning bitcoin as a commodity.

What, then, is pushing the investment value of bitcoin? One driver is increasing demand from developing countries, especially Brazil, Russia, India, China, and South Africa. These countries are experiencing economic distress and weakening currencies, making their local currencies unpredictable and volatile. As a result, it’s becoming increasingly popular to use bitcoin as a natural hedge against paper currency.

Another contributing factor to the rise of bitcoin is the possibility of a trade war between US and China. US President Donald Trump has indicated that he may impose 45% tariff on Chinese imports. This may lead to a weakening yuan, and capital outflow from China as investors will resort to more stable currencies such as euros.

The hike in bitcoin’s price during financial troubles is also a testament to its increasing attraction as a hedging tool.

When Cyprus’s economy crashed in 2013, the price of bitcoins spiked as people resorted to other forms of payment than the national currency. In 2015, when the Chinese currency was in free fall, people in the country turned to bitcoin alongside gold.

And after the Brexit vote in the UK, when global currencies and stock markets tanked, bitcoin’s value rose more than US$100 compared to the previous day. This was mainly due to some of the speculative money flowing out of the pound and yuan making its way to bitcoin.

Increased government support

Bitcoin is not just getting increased interest from tech-savvy individuals and banks such as Barclays, BBVA, Commonwealth Bank of Australia, Credit Suisse, JP Morgan, State Street, Royal Bank of Scotland and UBS. Governments are also lending support to the cryptocurrency.

The Australian government plans to reduce tax on bitcoin transactions. Current treatment of the digital currency under the goods and services tax (GST) law means that consumers are “double taxed” when using it to buy anything already subject to GST. The government plans to change this.

Meanwhile, the UK’s chief scientific adviser has said that governments should use bitcoin’s underlying technology – blockchains – to help with taxes, benefits and passports.

Taking its cue from bitcoin, the US government is planning to launch a legalized cryptocurrency called Fedcoin, which can be exchanged for a physical dollar. Bitcoin is not considered legal tender because it is not backed by any government.

What we can say with certainty is that we cannot use gold to buy bitcoin directly but bitcoin can be used to buy gold.

Bitcoin pricing is also motivating the much-anticipated establishment of the first bitcoin exchange-traded fund (ETF) in the United States. An ETF is an investment company that has no restrictions on the amount of shares it can issue.

The approval of a bitcoin ETF would make the cryptocurrency more attractive to risk-averse institutional investors as it would allow an easier way to gain access to bitcoin than buying it directly.

Such is the dominance of bitcoin that the Bank of England issued a white paper on the subject, investigating the possibility of central banks minting their own cryptocurrencies.

Bitcoin’s appeal, compared to gold, comes from two factors. First, it can be used as an easy medium for payments (for a limited but growing number of transactions), which gold cannot replicate. And with their limited supply of 21 million, bitcoins are likely to attract higher demand compared to gold.

The debate over the supremacy of gold versus bitcoin will continue. What we can say with certainty is that we cannot use gold to buy bitcoin directly but bitcoin can be used to buy gold. You can decide which you prefer.

Nafis Alam, Professor of Finance, Sunway University and Graham Kendall, Professor of Computer Science and Provost/CEO/PVC, University of Nottingham

This article was originally published on The Conversation. Read the original article.

Electronics Store RadioShack Files For Bankruptcy Again

U.S. electronics chain RadioShack Corp filed for bankruptcy on Wednesday for the second time in a little over two years, faced with a challenging retail environment and an unsatisfying partnership with wireless provider Sprint Corp.

The Chapter 11 filing comes after RadioShack, owned by General Wireless Operations Inc, tried to revitalize its business by co-branding stores with the wireless carrier in an effort to compete against their largest rivals.

General Wireless, which acquired the RadioShack brand in 2015, listed assets and liabilities in the range of $100 million to $500 million in the U.S. bankruptcy court for the Delaware district.

RadioShack will close approximately 200 stores and will evaluate options on the remaining 1,300, the company said in a statement.

Sprint will convert several hundred locations into Sprint corporate-owned stores, the wireless provider said in a separate statement. 

RadioShack’s bankruptcy filing and subsequent store closings are not material to Sprint’s overall sales results, Sprint added.

RadioShack, a nearly 100-year-old chain that captured the heart of electronics enthusiasts for its specialty products such as “walkie talkies,” first filed for bankruptcy in 2015 after the rise of mobile phones caught it off-guard and customers abandoned its stores for big box competitors including Best Buy Co Inc and Amazon.com Inc.

In an attempt to keep the doors open on 1,740 stores, RadioShack struck a partnership with Sprint during its bankruptcy, inviting the mobile carrier to co-brand with the company and set up smaller stores within its own. At the time, Sprint viewed RadioShack’s retail footprint as a way to quickly scale up its own business.

But, in the years since RadioShack has emerged, both Sprint and RadioShack have been challenged.

Sprint, whose network is viewed as inferior to the country’s largest carriers, Verizon Communications Inc and AT&T Inc, has been forced to offer heavy discounts to grow its business.

RadioShack meanwhile has struggled to compete against internet behemoth Amazon.com Inc and for the attention of shoppers who increasingly wait for deep discounts before making a purchase.

The influx of cheaper copycat consumer products manufactured abroad has also hurt the business.

Still, in the years since its first bankruptcy, RadioShack has focused on expanding its private label offerings, which include drones, radios and adapters, and now makes up the majority of its business.

The shift away from selling other retailers’ products to its own has helped it reduce operating expenses and increase gross profit.

 

China Moves To Approve At Least 35 Trump Trademarks

SHANGHAI/WASHINGTON, March 9 (Reuters) - China has granted preliminary approval for at least 35 trademarks linked to Donald Trump, documents on China’s state trademark office show, giving the U.S. President and his family protection were they to develop the “Trump” brand in the market.

The trademarks, all variations in English and Chinese on the name “Donald Trump,” were given preliminary approval in two lists published on the Trademark Office of the State Administration for Industry and Commerce on Feb. 27 and Monday.

The approvals underline the complexities and potential concerns over conflicts of interest facing President Trump, who has a sprawling business empire from hotels to apparel using the Trump name around the world.

Trump, a wealthy real estate developer, has previously said he has handed over his business interests to a trust overseen by one of his sons and a Trump Organization executive. He can, however, revoke the trust at will and, as its sole beneficiary, remains linked to it financially.

The new trademark approvals cover such businesses as branded spas, massage parlors, golf clubs, hotels, insurance, finance and real estate companies, retail shops, restaurants, bars and bodyguard and escort services.

The 35 trademarks, which Trump’s lawyers applied for in April last year, are registered to “Donald J. Trump” and listed to the address of Trump Tower on Fifth Avenue in New York.

The Associated Press earlier reported the approvals of the trademarks, which it said also included three further trademarks not directly registered in the President’s name. These related to Scion, a hotel brand Trump’s sons want to expand in the United States. Reuters could not immediately confirm the three further approvals.

Representatives for the Trump Organization did not immediately respond to a request for comment.

Trump’s personal ties between politics and business have prompted concern from politicians and rights groups who say the President could face potential conflicts of interest related to the extensive business affairs of his family.

Democratic Senator Ben Cardin, the ranking member on the U.S. Senate Foreign Relations Committee, called for the Departments of State, Commerce and Justice to brief Congress on the Chinese trademark approvals and on “the potential constitutional dangers that they present.”

“This is an astonishing development ... It’s clear to me that officials in Beijing have come to appreciate the potential return on investments for China in having a positive, personal business relationship with the President of the United States,” Cardin said in a statement.

Cardin has previously introduced a resolution demanding Trump cut his ties with the Trump Organization or risk violating the Emoluments Clause of the Constitution, which bars public servants from accepting anything of value from foreign governments unless approved by Congress.

The preliminary approvals are open to be challenged for around a 90-day period from the date of approval. If no objections they will be formally registered in late May and early June respectively.

Trump received a single trademark approval last month in China for Trump-branded construction services, following a 10-year legal battle. (Reporting by Adam Jourdan in SHANGHAI and Eric Walsh in WASHINGTON; Editing by James Dalgleish and Lincoln Feast)

The New Rules Of The Music Industry

As a kid growing up in the ‘90s, all I wanted was to be a rockstar, have my music played on the radio, and make killer music videos for MTV.

That’s what the music industry promised to provide the lucky artists and bands who got signed. My how things have changed.

If you’re an artist or band trying to get your music out to the world (or even make a living) then you need to play by the new rules.

Gone are the old days of the music industry where you would hope to get signed to a label and then become a star (i.e. everything would be done for you).

Today you need to view yourself (and your music) through the lens of three very important truths. I call them the new rules of the music industry, and those who play by them will succeed.

Rule #1 - You Are A Brand

No longer are you simply a musician or artist. You are a brand. Knowing this distinction is critical to gaining traction and growing your fanbase.

The word “brand” can come with a negative connotation for all the creatives and artists reading this but it doesn’t have to be that way.

Being a brand as an artist simply means that you need to learn the art of promotion and entrepreneurship. You basically have to become a business person.

Because music is still a business. Always has been. Always will be.

It’s just that in the “old days” the business was handled for you by other people. Namely your label and their team.

Someone still has to promote your music - these days that someone is you!

Rule #2 - You Are A Content Creator

The key to good promotion is to remember that we live in an age of content consumption.

Whether it’s binge watching on Netflix or reading blog after blog, people these days want to consume content and they want lots of it.

Your job as an artist is to give your fans a steady diet of content related to you and your brand.

What could this content be?

For starters, your music. This is the obvious one. Share your latest single or music video. Great.

But there is so much more you can do.

Why not share videos of you in the songwriting process? Or in the studio recording your latest album? Or snap some footage from your phone on stage?

Do live Q&As with your fans. Talk about what you do for fun OTHER than music.

Whatever it is, share something about you, your music, and your life. Your fans will love it and appreciate it.

And here’s the key - to stay relevant in today’s world you must stay top of mind. You do this by creating regular bits of content - rather than only releasing an album or EP once a year or every other year.

View yourself as a content creator and not just a musician and you’ll be in good shape.

Rule #3 - Don’t Try To Be Perfect

When I was growing up, all the bands I loved had perfect everything. Perfect-sounding albums, perfect-looking music videos, and perfect writeups in magazines.

They were always presented as polished and untouchable.

The problem with perfect though is that it holds many artists back from simply finishing new music or sharing a piece of content. This is a big no-no.

Granted we don’t want to share crap - not at all. We simply want to be authentic and real, sharing our best stuff as best as we can.

There’s a point at which your recordings as an artist will only be but so good. They won’t be perfect. Release them anyway and move on to the next project.

Ironically this is how you improve as an artist!

The age of glossy perfection is coming to an end for most artists. My generation (the millennials) prefer the raw, authentic you - so give it to them!

Will You Play By The Rules?

I still love the idea of becoming a rockstar and being able to focus purely on the art and craft of my music while other people do all the hard work of promoting me and growing my fan base.

Who doesn’t?

But the old rules don’t apply anymore. It’s a brave new world and those who play be these new rules will be the ones who build longevity and be rewarded with the chance to continue to make the music they love

Are you an artist or musician looking to make your music sound as good as the stuff you hear on the radio? Check out all the free resources here to take the quality of your recordings up a few notches!

5 Bold Steps For Aid Workers This International Women’s Day

On this, International Women’s Day, I want to give some insight into the day-to-day lives of women working in the humanitarian aid sector by sharing some of the murmurs I overhear from many women working in some of the toughest places in the world.

I prefer working with men – said more women than I can count.

I’m pregnant, they’re not going to renew my contract – said one woman about a month before her contract was, in fact, not renewed.

I don’t think I should ask for a promotion. I don’t want to seem too pushy. – said more women than I can count.

And then there are the harmful things that women say to and about each other.

She’s so bossy. She thinks she knows everything – said a woman on a team managed by another woman.

You’re so ambitious – said malignly by a female manager to a female staff.

What did you do? - asked a female supervisor to a recently assaulted female staff member, minutes after the attack.

If we don’t see these words as poison, as the vitriol choking our advancement, then we are lost. Listening to such things over the years, I’m reminded of three elements of Buddhism’s eight-fold path: right thoughts, rights words, right actions. Our actions begin with our thoughts that then turn into words that then become the manifestation of our ideas into the material world. If we keep hearing negative things about each other and thinking negative thoughts about ourselves, what will naturally follow from our actions towards women will be negative. And that is exactly what the Humanitarian Women’s Network survey shows about our status in the humanitarian aid sector: systemic discrimination, and harassment and assault of women in the humanitarian workspace. Wrong thoughts, wrong words, wrong actions.

This year’s theme for International Women’s Day is #BeBoldForChange. I challenge every woman and man reading this article to take 5 bold steps today towards right thoughts, right words, and right actions.

1. Think Positively: Start your day with a positive thought about one woman that you work with. Pick a new woman everyday. Think of one good quality about her and try to remember that she is someone’s sister, mother, daughter, and friend.

2. Stop Gossiping about each Other: Ladies, this has got to stop. Before you trash talk about that female colleague, before you speak disparagingly about a woman who you know or don’t know or heard of, stop yourself. Women gossiping about each other is one of the most dangerous forms of subversion that has us kept us from claiming our throne as the majority sex at 51% of the world’s population. Stop talking badly about one another immediately.

3. Be a Mentor or a Mentee to a Woman Today: The Humanitarian Women’s Network is setting up a roster of senior mentors in the aid industry for willing mentees. We believe that by networking women at the top with women who are just getting into the field, we can help women navigate our profession to build strong and healthy careers. To sign up as a mentor or request a mentor, contact us as womeninaidwork@gmail.com.

4. Hire Women: If HR comes back and says that the only person in the entire universe qualified to fill a particular role is a man, kindly request that they try harder in their search to bring about a more ‘diverse’ candidate pool. I strongly encourage women to start hiring more among their ranks and support one another’s career progress.

5. If You See Something, Say Something: if you hear any negative thoughts or see any negative actions towards a fellow woman, don’t let it slide. Interrupt someone saying negative things about women— even if they’re speaking negatively about themselves—and repeat after me: right thoughts, right words, right action.

These simple steps, when done at scale, will prompt serious cultural shifts in favor of women in the humanitarian aid sector― because we will be collectively embodying the change we want to see in the world. On this International Women’s Day let’s #BeBoldForChange by making the boldest change: the one within.

Be part of the movement: to learn more about the Humanitarian Women’s Network, visit www.humanitarianwomensnetwork.org. To set up your own HWN network in your area, contact us at womeninaidwork@gmail.com

5 Success Strategies For Women Entrepreneurs

Here’s a fun exercise: Type “top entrepreneurs” into Google and watch which names show up on your screen. Any guesses? You probably won’t be surprised to see Mark Zuckerberg, Sergey Brin, Jeff Bezos and Larry Page atop the list. All, of course, are savvy, well-known entrepreneurs. But you have to scroll a long way down before the first women — maybe Vera Wang and Sara Blakely — appear.

Why is this?

It’s certainly not because women are in any way less smart or capable than men. But in addition to the standard challenges of growing a business, women are often faced with stereotypes, discrimination and their own self-doubts. As Salesforce’s vice president of SMB marketing, I’ve had the opportunity to work with hundreds of startups and growing businesses, plus meet hundreds of successful female entrepreneurs along the way. It’s always interesting to share our wins and failures.

So, in honor of Women’s Day, I’d like to offer some of the strategies that have worked for me and the women I’ve met.

Fail fast and often. It’s a fact of life: women are more risk-averse than men. According to the Harvard Business Review, when faced with a risky decision, men will think more about the strategic implications of a choice, while women will think more about the people affected by the outcome of the choice — which makes them less likely to take the risky decision. While it’s true that at any business you can’t just wait around for someone else to come up with the next big idea, this is especially true at small companies with limited resources and a small customer base. When you have an idea, don’t wait for permission. Run with it! If you don’t risk failing, you’ll never have the opportunity for success. It’s an oft-heard Silicon Valley mantra, but we also use it for our team at Salesforce: “Fail fast and often.”

Embrace your inner bulldog. A senior executive at our company recently told me that although he doesn’t always agree with me, he always trusts me. He said, “That’s because you’re not afraid to be a bulldog about the things you care about.” I wondered to myself, “Is that a good thing?” Ultimately, I’ve decided that it’s a good thing to have strong opinions and stick with them. My coworkers know that I’ll do whatever it takes to get the job done. Many women worry about being perceived as being too pushy or too aggressive. But the reality is that if you don’t stand up for yourself, no one else will. To be successful at a business of any size — but especially a small one with limited resources — you need to have a clear point of view and be laser-focused on getting there.

Make your own “boy’s club.” The days of doing business over a three-martini lunch and a round of golf are mostly gone, but you can still reap the benefits of being in a “club” of like-minded people. For me, this happened organically when I was invited into a program designed to help high-potential women develop the skills they needed to move up at Salesforce. As it turned out, the most important things that I got out of the program were the relationships I built with the other attendees. It wasn’t just learning that there were other women facing the same problems I face; rather, it was building a mini-community of people I can trust to give me honest advice when I need it. You don’t have to work at a big company like Salesforce to create this kind of trust circle. In fact, it may work best when your “club” includes people from other companies. Visit the SBA website to find local groups for women entrepreneurs that can give you the support you need along the way.

Make work fit your schedule. For as long as women have been in the workplace, they’ve been challenged to balance their work and home lives. Many have struggled with the myth of “having it all,” but today it’s easier than ever to be fully engaged in both. Many businesses do their work in the cloud, so you have the flexibility to access mission-critical applications from almost anywhere. And tools like Google Hangouts make it easy to keep the lines of communication open. But being totally connected doesn’t mean that you should be working 24-hours-a-day. It means that you can intermingle your work and professional lives in ways that let you hit all the important moments. I can spend the morning working at my daughter’s school, and the afternoon running a team meeting from my laptop. (And at night I can take a spin class from my Pelaton bike). This lets me focus on the activities that matter — both personally and professionally — and not just the ones that fit in my schedule.

Don’t sweat the small stuff. Most parents — especially moms — will tell you that they don’t have enough hours in their day. Many learn to be terrific jugglers, but from time to time they’ll drop the ball on something important. Not having enough time is also one of the top things that keeps small business owners up at night. It’s no wonder, because they and their employees are often stuck doing menial, repetitive tasks — like paperwork — that take them away from more strategic, customer-oriented work. New automation and artificial intelligence tools are now available that let every business — even small ones — automate repetitive tasks and work smarter than ever. Focusing on what moves the needle is also a helpful philosophy in your home life.

Try out these tips and see if they can help you be more successful, not just on Women’s Day but all year long. Please let me know how it goes, or if there are other tips that work for you.

Bike Culture Is Thriving In New Orleans

The City of New Orleans is launching a new bike-sharing program this coming fall, according to the Uptown Messenger. The Brooklyn-based Social Bicycles will run the new public transportation program, which is currently set to launch in October 2017. The bike-sharing program will operate out of 70 stations located throughout the city.

The bike-sharing program partners New Orleans’ Transportation Department with Social Bicycles, a company that uses mobile and wireless technology to make renting bikes easy and accessible. The partnership is part of Mayor Landrieu’s efforts to make NOLA public and alternative transportation options more reliable and accessible.

According to an American Community Survey, New Orleans boasts the 10th highest percentage of residents who cycle to work each day. In the last decade alone, New Orleans has paved more than 100 miles of bike lanes throughout the city. Social bike tours, bike parades, and bicycle valets are now common events in city programming. With so many bike commuters, NOLA is developing its own culture around biking.

Let’s take a closer look at New Orleans’ burgeoning bike community:

Dashing Bicycles & Accessories

Dashing Bicycles & Accessories strives to foster and empower women and families to be part of NOLA’s active bicycle network. Follow Dashing Bicycles on social media to stay apprised of local bike news and events.

Marin Tockman, Owner of Dashing Bicycles & Accessories. [Photo via goinvade.com]

Gerken’s

Gerken’s on St. Claude in Bywater offers full-service bike repairs and rentals. Their friendly and knowledgeable staff can recommend great places in the city to explore on your bike.

Buzz NOLA

Buzz Nola Rentals & Tours has a large fleet of cruisers available to rent. Buzz Nola also offers bike tours which are popular among New Orleanians who enjoy connecting with fellow riders.

Bike Easy

Bike Easy, a local advocacy group for cycling enthusiasts, hosts a variety of community events which aim to make biking in New Orleans easier and safer.

This article was originally posted on Naveen Kailas’ website http://naveenkailas.com

For more New Orleans updates and news, follow Naveen Kailas on Twitter at https://twitter.com/NaveenKailas

Snap Shares Tumble As Short Sellers Move In

Snap Inc’s shares tumbled 11 percent on Tuesday and traders raced to position themselves to cash in on further declines after analysts gave the company a lukewarm reception following its red-hot market debut.

Snap’s $3.4 billion public listing on Thursday was the hottest technology offering in three years, but its lofty valuation and slowing user growth have raised eyebrows on Wall Street and attracted traders who expect its shares to fall.

Institutional traders were paying annualized interest rates between 20 percent and 40 percent to be among the first to short-sell the stock, according to S3 Partners, a financial analytics firm.

The owner of messaging app Snapchat is not profitable and has warned it may never be.

Much of last week’s frenetic trading in Snap has yet to settle, making it difficult for brokers to estimate how many shares are available to lend to short sellers.

But early data suggests brokers are facing a “chaotic” lending environment, with early short interest approaching $200 million, said S3 Partners Managing Director of Research Ihor Dusaniwsky.

“This is the first couple of days of shorting data to show up, so I’m sure this is going to get bigger quickly,” Dusaniwsky said.

Short-sellers borrow and then sell stocks they think will fall in value, hoping to profit by buying the stock back more cheaply later on and then returning it to its owner.

The interest rates brokers charged for Snap shares on Tuesday suggest demand is extremely high and that those borrowing the stock expect its price to fall steeply.

By comparison, brokers lend out shares of Facebook Inc at an annualized rate of less than 1 percent, reflecting an ample supply available for lending and low demand from short sellers, according to data from Astec Analytics.

In its market debut Snap surged 44 percent from its $17 initial public offering price to close at $24.48. Since then it has fallen 22 percent.

At mid-day on Tuesday Snap was down 10.8 percent at $21.20.

Snap has been heavily traded since its market debut, rolling over the number of shares sold in the IPO more than twice.

Options trading in Snap is expected to start on Friday, once regulatory requirements are met.

At about $27 billion, Snap’s market capitalization remains a little larger than Kellogg Co and slightly smaller than HP Inc.

So far, no analysts have initiated the stock with a “buy” rating.

Of six analysts who have launched coverage of Snap, four recommend selling and two have neutral ratings, according to Thomson Reuters data.

Globally, shares of most of the 25 largest tech IPOs have languished in their first year on the public market, with 16 notching a hefty decline from their debut day closing price, according to a Reuters analysis of market performance.

(Additional reporting by Narottam Medhora in Bengaluru; Editing by Meredith Mazzilli)

How To Fight The Coming Wave of Credit Card Junk Fees

When William Livingstone booked a recent airline ticket from Warsaw to Madrid, he found something unusual on his bill: a $15 "credit card fee" with no explanation. It appeared his credit card was just helping itself to some of his money because it could.

Why? Perhaps it was a currency exchange fee, the result of converting dollars into zlotys. Then again, it just could be a money grab by his airline. Hard to say.

Livingstone, who runs a business in Helena, Mont., is one of many bewildered credit card customers who have encountered mysterious fees on their statements. These fees should have quietly vanished after passage of the Credit Card Accountability Responsibility and Disclosure (CARD) Act of 2009, a law that clamped down on nuisance fees. But with a new, pro-business administration in power, industry watchers expect a surge in junk fees as the shackles of federal regulation are carelessly unlocked.

Livingstone, who believes he was overcharged for his airline tickets, tried to find the reason behind the fees and other charges, and contacted me for help. "This is fraud," he said.

Yes, it sure feels that way. And it's happening on such a breathtaking scale that makes it so much worse. It's institutionalized, sanctioned fraud that represents a colossal regulatory failure. If you don't want to become the victim of a junk fee, there's really only one person who can help: you.

Fees are still here

"Credit card companies are masters at making money," says Jake Serfas, a lead financial strategist at O’Dell, Winkfield, Roseman and Shipp, a Washington, D.C., retirement planning firm. "They convince the public that everything they want is only a swipe away. But what is that swipe really costing the consumers?"

A lot. More credit card companies are charging a range of fees for everything from card replacements, reward redemption, foreign currency conversion, over the limit, duplicate statement, balance transfer and account closure. Many of these are "junk" fees, meaning they effectively cost the company nothing to provide and are almost pure profit -- in other words, they charge them simply because they can.

"Most of these are small, ranging from $1 to $12 per fee," explains Serfas. "And although it may not seem like a lot to a consumer, spread out over millions of credit card users and they are making hundreds of millions of dollars in small charges."

Why isn't the government doing more? Well, the CARD Act, which was designed to protect consumers from hidden and unreasonable fees, eliminated some charges. But hidden fees remain a key revenue source for credit card companies and for merchants.

"Hidden fees are still part of the business," says Roseman.

They charge for that?

What to look for? Actually, it's more a question of what not to look for. If you're not reading your credit card statement at least once a month, chances are you're missing something.

Here are just three particularly egregious examples:

The reordered transaction trick. If you have overdraft protection on your account, watch for this little trick: Your bank will reorder your transactions throughout a day to maximize the number of times that you pay overdraft fees. "Consider this example," says Nick Clements, who runs a site called MagnifyMoney that publishes transparency scores for financial institutions. "You start the day with $50 in your account. You then make three withdrawals throughout the day, the first at 10 a.m. for $20, the second at 1 p.m. for $20 and the third at 7 p.m. for $40. In this particular scenario, you should have only overdrawn on your account at the third transaction, right? The trick happens when your bank reorders your withdrawals so that the $40 happens first, then a $20 and then the final $20. In this case you would have actually overdrawn twice." Legal? Yes. Unfair? Without a doubt.

The balance transfer fee. Say you’re carrying a balance and want to transfer the amount to another card with a lower interest rate. Watch out! Your card may charge a "balance transfer fee" of 3% or $5 -- whichever is higher -- to do it. "It's in the small print," says Adam Jusko, the CEO of the credit card website Credit Card Catalog. This is particularly nefarious because it's often part of a "Zero percent" initial rate. "The card issuer is essentially using the balance transfer offer as a marketing ploy to lure customers away from competitors, but instead of just taking it as a marketing cost, they can’t curb their natural tendency to squeeze a buck out wherever they can," he says. The card company makes money on both ends of the deal.

Cash advance fees. “You’re in enough of a pinch that you’re turning to your credit card company for a cash loan," says Kerri Moriarty, the head of development for Cinch Financial, an optimization service for personal finances. "Now you’re not only subject to a much higher interest rate – nearly 5 percent higher than your regular purchase rate – but also a fee in the form of 4 percent of the advance amount,” She advises exhausting all other possible options first, like withdrawing from a retirement account or using a home equity line of credit or even just asking a family member or friend for a short-term loan, all of which will cost you less in the long run.

Of course, this is just a small cross section of possible credit card fees. Banks, credit card companies and merchants are creative. Just when you think you've seen it all, along comes another surprise fee.

How to avoid them

Experts say you can escape from these fees with three proven strategies: behavior modification, early detection and resistance. First, know what kinds of activities can trigger a junk fee. Those include large charges, transfers, late payments and making purchases in a foreign country. Avoid doing those things, and if you can't, at least ask your credit card company how much it will cost and request a waiver, if possible.

Next, monitor your credit card statement very carefully. If you see anything that appears out of place, notify your bank or merchant immediately.

The final strategy is resistance: fight the fees. Banks know these are junk fees and are likely to roll over when you challenge them. "You could also use some leverage and threaten to cancel a card and switch to another credit company for reduced charges," adds Serfas, the financial strategist. "This could even be a great time to ask for a lower interest rate."

Don't be too quick to pin a junk fee on a bank, though. As Livingstone found out, his $15 fee was added by Ryanair, the discount airline he'd booked his tickets through. It charges a flat two percent fee on all credit card transactions.

Why? Why not?

One thing seems clear: These junk fees are poised to expand in the current laissez-faire regulatory environment. The only person who can save you is the one staring at you in the mirror.

Yes, gorgeous. I'm looking at you.

Christopher Elliott specializes in solving seemingly unsolvable consumer problems. Contact him with your questions on his advocacy website. You can also follow him on Twitter, Facebook and Google or sign up for his newsletter.

11 Ways To Stay Motivated From People Who Refused To Quit

Being an entrepreneur is rough. Things never go as planned and take 10 times longer than intended. There are highs and lows, and many times it feels easier just to give up and throw in the towel. These 11 driven entrepreneurs, and members of The Oracles, share the No. 1 tip they use to stay motivated, persevere and achieve smashing success.

1. Find your purpose and work on it.

The secret of the most successful people I know is that they can stay motivated, activated, inspired and moving no matter what happens around them. Motivation is that inner drive to move toward or away from something. To get and stay motivated, you must find your purpose. So many people are going to work doing something they don’t believe in. You don’t get burnt out from work. You burn out because you aren’t working on your purpose. Get motivated, get on purpose, and you won’t feel like giving up.

—Grant Cardone, top sales expert who has built a $500 million real estate empire, New York Times best-selling author of Be Obsessed or Be Average, and founder of 10X Growth Con 2017; follow Grant on Facebook or YouTube

2. Don’t feel sorry for yourself—ever.

All of my best successes came on the heels of a failure, so I’ve learned to look at each belly flop as the beginning of something good. If you just hang in there, you’ll find that something is right around the corner. It’s that belief that keeps me motivated. I’ve learned not to feel sorry for myself, ever. Just five minutes of feeling sorry for yourself takes your power away and makes you unable to see the next opportunity.

—Barbara Corcoran, founder of The Corcoran Group and Shark on Shark Tank

3. Achieve your goals, no matter what’s going on around you.

I always focus my mindset on achieving my goals no matter what’s going on around me. Every savvy entrepreneur understands we solve problems for a profit. If you can’t handle getting punched in the throat by market conditions, changes in consumer behavior, teammates quitting, losing clients or working 100 hours per week, get out.

Once you’re past that, it’s easy. You create a compelling vision of what you really want. You get crystal clear on why it’s an absolute must for you. You create your personal motive to act. You create your action plan. Then you work.

—Tom Ferry, founder and CEO of Tom Ferry International, ranked the No. 1 real estate coach by the Swanepoel Power 200, and New York Times best-selling author of Life! By Design

4. Remember that it’s supposed to be hard.

Understand that if it were easy, everyone would be doing it. That keeps me going when I encounter struggles. It’s OK to fail, make mistakes and get frustrated, but it’s never OK to get discouraged. I accept my failures, learn from them and persevere with a positive attitude. But persevering with a maniacal Type-A drive is highly overrated. My first ambition is to enjoy the heck out of life. Business should never get in the way of that. If it does, then I’ve compromised my values for the sake of a buck.

—Mark Sisson, founder of Primal Blueprint, best-selling author of The New Primal Blueprint, and publisher of MarksDailyApple.com, the world’s most visited blog on paleo, primal and ancestral health

5. Stop viewing problems as accidents.

Fixing problems is part of your job as a business owner, so you should stop seeing problems as accidents to be afraid of. Problems don’t go away as you grow and make more money. They actually become bigger. Once I changed that perspective and stopped labeling problems as negative accidents, I developed a thicker skin and focused my energy on fixing them more effectively.

—Yuli Ziv, founder and CEO of Style Coalition, influencer marketing pioneer, and sole female founder immigrant who bootstrapped her business from zero to millions

6. Look to the obstacles others had to face.

In my first business, it took me three months of getting kicked in the teeth every day to land my first paying client. In my latest venture, it took nine months to get my first signed contract. I always look to the backstories of successful entrepreneurs. I study their successful actions, but I get really motivated by the massive barriers they had to overcome. There are hundreds of examples of wildly successful people who had to go through worse problems than I have. This reminds me that I can do it, too.

—Jim Mathers, CEO of North American Energy Advisory, Inc.

7. Remember your why and why not.

With little experience, I started a video production studio focused on helping businesses tell their story—in the middle of Hollywood! The competition was seemingly insurmountable. Studio producers, cable companies and directors were all taking any opportunities. But I remembered why I was doing this in the first place: to help people and to make a living as a creator. Just as motivating was the why not: I did not want to work for someone or be a person who couldn’t truly take care of himself. Today, we are regularly voted the top video and animation studio as a result of that motivation.

—Maury Rogow, CEO of Rip Media Group

8. Relentlessly focus on your mission.

Entrepreneurs are extremely passionate about their company or current project. That passion is born out of the end-result desired, which is the why or mission of what you’re doing. We believe that people will be better off with our product, solution or service than without it. For me, I want to help 1 million families avoid the experience I personally dealt with when a loved one died. I simply focus on that, and it provides massive motivation.

—Jon Braddock, founder and CEO of My Life & Wishes

9. Keep your vision clearly on the top 1 percent.

When your vision is clear, nothing can stop you from accomplishing your goal. If the feedback you receive is not as planned, then don’t waste time labeling it and allowing yourself to be distracted. Stay focused and persevere, because there is very little competition in the top 1 percent.

—Craig Lack, CEO of ENERGI and creator of Performance-Based Health Plans®

10. Take time to reset.

I believe that true motivation only comes from within and that passion is the best motivator. I love what I do, and that gets me through the days I don’t like. When things get tough, I remember that my clients chose me to be their gladiator. I take time away to meditate, train or even jump in a float tank to clear my mind and reset.

—Nafisé Nina Hodjat, founder and managing attorney of The SLS Firm

11. Realize your life is not your own.

When I reflect upon the greater purpose of my existence, it never fails to motivate me to keep moving forward. I think of my three beautiful children and my role as a living example of play, courage and commitment. I think of my wife and all the marvelous things that she dreamt of as a little girl; I think of my ambition to make that a reality. I think of my parents and brothers, what we’ve had to sacrifice and overcome as an immigrant family, and my quest to make them proud. I think of my hardworking employees, and how my business decisions directly impact their families.

—Tom Shieh, CVO of Crimcheck

Want to share your insights like those above in a future column? If you’re an experienced entrepreneur, please get in touch here.

Want to suggest a future topic for these entrepreneurs to answer? Email suggestion@theoracles.com and it’s very possible we’ll make your suggestion the focus of a future article!

If you liked this, follow The Oracles on Medium.

Originally published on Success.com. ©2017 by The Oracles. All rights reserved.

Reaching Out To The Working Class

In the months following the election there has been a strange debate about whether Democrats should try to recapture the white working class voters who supported Donald Trump. Those arguing against reaching out have said that there is no reason to try to appeal to voters who supported a racist, xenophobic, and misogynist candidate.

While no one should have empathy for the hatred expressed by Donald Trump and many of his supporters, there is a separate policy issue. The question is whether progressives should look to support policies that help the working class.

Note that I said “working class,” not “white working class.” It’s true that many white manufacturing workers have been hit badly by changes in the economy over the last four decades, most notably the rise in the trade deficit and the decline in unionization. But millions of African American working class workers were also hit by these same trends, as were working class Hispanics, although fewer Hispanics were working in factories three decades ago.

Workers without college degrees have been losers in the last three decades regardless of their race or ethnic background. This is a simple and important point, but one that is widely misunderstood.

In recent months there actually have been several pieces in major news outlets arguing the opposite: that somehow white workers are unique in losing out over this period. These analyses, that ostensibly showed that African Americans and Hispanics had done better in the labor market than whites, either failed to control for the aging of the population or relied on picking a single month of highly erratic data rather than a longer time period. Any honest account shows that workers without college degrees have faced a weak labor market and stagnant wages over the last four decades.

This point is important because, just as is the case with whites, most African American workers do not have college degrees nor do most Hispanic or Asian workers. Policies that help workers without college degrees will benefit most non-white workers. This means that even if we didn’t give a damn about the white working class voters that supported Trump, we should still be promoting policies that reverse the massive upward redistribution we have seen over the last four decades.

On trade this means policies designed to reduce the trade deficit. This issue here is not “winning” in negotiations with our trading partners. It’s a question of priorities in trade negotiations.

Rather than demanding stronger and longer protections for Pfizer’s patents and Microsoft’s copyrights, we should be getting our trading partners to support a reduction in the value of the dollar in order to make our goods and services more competitive. If we can reduce the trade deficit by 1-2 percentage points of GDP ($180 billion to $360 billion) it will create 1-2 million manufacturing jobs, improving the labor market for the working class.

We should use trade to reduce the pay of doctors and other highly paid professionals. If we open the door to qualified professionals from other countries we can save hundreds of billions of dollars a year on health care and other costs, while reducing inequality.

We should also support policies that rein in the financial sector, such as reducing fees that pension funds pay to private equity and hedge funds and their investment advisers. This money comes out of the pockets of the rest of us and goes to some of the richest people in the country. A financial transactions tax, which could eliminate tens of billions of dollars spent each year on useless trades, would also be a major step towards reducing inequality.

Policies that put downward pressure on the pay of CEOs and other top executives would also help the working class. This could mean, for example, making it easier for shareholders to reduce CEO pay. In the non-profit sector we could place a cap on the pay of employees for anyone seeking tax-exempt status. Universities and non-profit charities could still pay their presidents whatever they wanted; they just wouldn’t get a taxpayer subsidy.

There is a long list of market-based policies that we can pursue to reverse the upward redistribution of the last four decades. (For the fuller list see Rigged [it’s free]). These are policies that we should pursue because it is the right thing to do. It will help the working class of all races, including the white working class.

These policies may not get the white working class to vote for progressive candidates instead of racist demagogues like Donald Trump. But it is worth noting that almost all the people who insist that such policies won’t matter also assured us that Hillary Clinton would be elected president.

There is one other point on these policies that is worth mentioning. If we increase opportunities for working class people, there will be less of them, in the sense that more children from working class backgrounds would complete college. While Trump won among white college grads also, his margin among these voters was much smaller than his margin among whites without college degrees.

If the growth in college graduation rates had grown at the same rate since 1979 as they had in the years from 1959 to 1979, there would have been 10.4 million more white college grads voting last November and 10.4 million fewer whites without college degrees. If these people split their votes in the same ratio as other white college grads and non-grads, it would have increased Hillary Clinton’s popular vote margin by more than 1.8 million votes, virtually guaranteeing her a solid victory in both the popular vote and the Electoral College.

This is of course a very simplistic analysis, but it is the sort of calculation that should cause people to ask what is meant by asserting that a particular group of people are hopeless. Whatever the implications for winning elections, progressives should support policies that reverse upward redistribution because it is the right thing to do. And this is true even for those who don’t give a damn about the white working class.

NBCUniversal Invested $500 Million In Snap Inc As Part Of IPO

Comcast Corp’s (CMCSA.O) NBCUniversal said on Friday it had invested $500 million in Snap Inc (SNAP.N) as it continues to spend heavily on digital media companies.

Snap’s shares jumped 8.6 percent to $26.59 in early trading. The company finished its first day of trading with a 44 percent gain compared to its IPO price of $17.00.

The investment was made as a part of the Snapchat owner’s initial public offering, NBCUniversal Chief Executive Steve Burke said in a memo to employees.

Earlier, CNBC reported that Snap’s stock allocation to NBCUniversal seems to be the only one made to a new strategic investor, making NBCUniversal the lone U.S. media company with a stake.

Comcast has invested heavily in digital-native companies such as BuzzFeed and Vox Media, partly in an effort to better service existing advertisers.

“With the Snap investment, we have invested over $1.5 billion in promising digital businesses in the last eighteen months,” Burke said in the memo.

NBCUniversal has already launched entertainment programs such as The Voice, SNL and E! News’ The Rundown on Snapchat. The media company said it expects to launch more Snapchat shows in the coming weeks.

NBCUniversal has agreed to hold Snap’s shares for at least a year, according to the CNBC report.

Snap disclosed last month that it expected investors buying up to a quarter of its shares in the company’s $3.4 billion initial public offering to agree not to sell them for a year.

Lock-up periods help companies moderate stock volatility by preventing company insiders from selling their shares within an allotted time.

NBCUniversal courted Snap co-founder Evan Spiegel for the past year, CNBC said, and both companies have been working on deepening their relationship.

Snap declined to comment beyond details noted in its prospectus and other U.S. Securities and Exchange Commission filings.

Comcast’s shares were marginally lower.

(Reporting by Narottam Medhora in Bengaluru; Additional reporting by Anya George Tharakan; Editing by Maju Samuel)

Uber Has A Secret Program Called 'Greyball' It Uses To Evade Police

For years, Uber used a secretive software tool known internally as “Greyball” to identify and steer its drivers clear of potential threats ― including law enforcement officers hoping to catch Uber operating in their cities illegally.

UPDATE: March 9 ― Uber chief security officer Joe Sullivan announced late Wednesday that the company is reviewing its use of “greyballing” technology and “expressly prohibiting its use to target action by local regulators going forward.”

Earlier:

According to The New York Times, which first reported the story, the company deployed the software in cities that deemed the ride-hailing service illegal or otherwise tried to slow the company’s rapid expansion.

The Times reports that Uber’s software clues into a number of signs from prospective riders to determine whether they might pose a threat to the company or its drivers, notably in the form of enforcement officers trying to catch Uber operating illegally.

This includes the rider’s behavior using the app itself, such as the phone type, and patterns in the frequency of its use. Another clear tell: interacting with the app in close proximity to police stations and other government buildings.

In 2014, for instance, officials in Portland, Oregon, sued Uber for operating in the city illegally, and promised to hit every driver caught working for the service with a fine of up to $3,750.

The threat accomplished little, as Uber continued operating anyway. Portland officers pushed forward with sting operations in an attempt to catch the unlicensed operators, yet were stymied as drivers repeatedly canceled their rides, as this 2014 video by The Oregonian demonstrates:

“There were two drivers that were available at one point in time, and they both canceled on me,” Portland Code Enforcement Officer Erich England comments in the video, giving a perplexed shrug. “Now there are no drivers available.”

Portland Commissioner Dan Saltzman acknowledged the city’s relationship with Uber was “pretty tumultuous” in 2014, but he told The Huffington Post that doesn’t excuse the company’s behavior.

“I’m appalled that Uber would direct its employees to work on developing software to deliberately thwart the efforts of Portland, and no doubt other cities,” Saltzman told HuffPost. He characterized the city’s regulatory efforts as dedicated to “the safety and wellbeing of our citizens and our tourists.”

Portland and Uber smoothed over their relationship in 2015, but Saltzman said the city would consider levying fines or banning the company (again), should it run afoul of regulations.

I’m appalled that Uber would direct its employees to work on developing software to deliberately thwart the efforts of Portland.Dan Saltzman, Portland Commissioner

Uber maintains its software is completely legal, adding that it is used more often to keep its drivers safe than to circumvent sting operations.

“This program denies ride requests to fraudulent users who are violating our terms of service,” an Uber spokesperson told HuffPost in a statement, “whether that’s people aiming to physically harm drivers, competitors looking to disrupt our operations, or opponents who collude with officials on secret ‘stings’ meant to entrap drivers.”​

That logic seemed pretty sound to Robert Weisberg, a Stanford Law professor and the co-director of the Stanford Criminal Justice Center, though he said he’d need to know the particulars of how it operates to be certain.

“I’m not sure there’s anything illegal about it,” Weisberg told HuffPost. He noted prosecutors might have a case for obstruction of justice, but that “usually requires direct interference with the express purpose of preventing police from doing a very specific thing at a very specific time.”

I’m not sure there’s anything illegal about it.Robert Weisberg, law professor

“If you or I were degenerates and up to no good ― or at least thinking about no good ― I could say, ‘Hey I just saw four cops on this corner, go the other direction’ or something like that,” Weisberg added. “This is just a huge technological enhancement of that capacity.”

With a chuckle, he noted, “There’s great irony here in terms of police surveillance,” given that police departments continually push for an increased ability to track and collect data on private citizens, yet apparently object when the tables are turned.

Legal or no, the bombshell revelation certainly won’t quiet criticism that Uber doesn’t take “no” for an answer and will bend any rule to get what it wants.

That ideology seems to have manifested itself internally at the company, which finds itself embroiled in allegations of rampant sexism (and numerous high-level resignations potentially linked to the allegations).

Other controversies rocking Uber at the moment include: a lawsuit over claims that Uber stole technology from a Google-founded competitor; fallout surrounding a video of CEO Travis Kalanick angrily telling off an Uber driver; and a #DeleteUber protest that wiped 200,000 users until Kalanick was pressured to resign from President Donald Trump’s economic advisory council.

Here's A Video Of Travis Kalanick Chewing Out An Uber Driver

Ever wonder what your Uber driver really thinks of you?

For the sake of comparison, here’s a video of what it took for Uber CEO Travis Kalanick to earn a one-star rating.

Uber “black car” driver Fawzi Kamel captured this dashcam video of Kalanick accompanied by two female passengers on Super Bowl Sunday and shared it with Bloomberg, which published the video Tuesday.

In the video, Kalanick and his companions chat idly at first, discussing things like the weather and astrological signs (apparently Kalanick is a Leo, in case you were wondering).

At one point, one of the women makes a comment about Uber having a bad year, prompting Kalanick to respond, “I make sure every year is a hard year.” He adds: “That’s kind of how I roll. I make sure every year is a hard year. If it’s easy I’m not pushing hard enough.”

“I make sure every year is a hard year. That’s kind of how I roll. I make sure every year is a hard year. If it’s easy I’m not pushing hard enough.”

As the car arrives at its destination, however, Kamel can’t resist pressing Kalanick on the company’s compensation for drivers and decreasing fares.

To his credit, Kalanick appears to take the complaint ― a common one among Uber drivers ― seriously.

“So, we are reducing the number of black cars on the road over the next six months,” he tells Kamel, who responds encouragingly at first.

“But... you’re raising the standards and you’re dropping the prices,” Kamel responds. Kalanick replies, confused, “We’re not dropping the price on black.”

The two go back and forth several times, debating the company’s price structure, with Kalanick asserting that his actions were necessary to save Uber from competition, and Kamel telling him drivers are hurting.

Kalanick says the company is considering rolling out a new “luxe” service that could demand higher fares, if Kamel is interested.

“But people are not trusting you anymore,” Kamel responds. “I lost $97,000 because of you. I’m bankrupt because of you. You keep changing [fares] every day.”

That seems to fire Kalanick up. He presses Kamel on his specific gripes about Uber’s more expensive black car service.

“Hold on a second,” Kalanick says. “What have I changed about black? What? What?” 

“You changed the whole business,” says Kamel. “You dropped the prices [on black].”

“Bullshit!” replies Kalanick, who starts gathering his belongings as Kamel keeps pressing his case.

“You know what?” Kalanick says, clearly not interested in the rest of what Kamel has to say. “Some people don’t like to take responsibility for their own shit.” 

He adds, wagging his finger as slides out of the car, “They blame everything in their life on somebody else.”

“Good luck,” Kalanick says, sarcastically, then slams the door.

Uber didn’t immediately respond to a request for comment from The Huffington Post.

The video is just the latest in a series of high-profile public-relations blows to the company, including a lawsuit over claims that it stole technology from a competitor, allegations of rampant sexism, the resignation of a top engineer and a #DeleteUber protest that forced Kalanick off President Donald Trump’s advisory council.

UPDATE: March 1 ― Kalanick sent the below letter to Uber employees Tuesday evening, in which he apologized to Kamel. “I must fundamentally change as a leader and grow up,” he wrote. 

By now I’m sure you’ve seen the video where I treated an Uber driver disrespectfully. To say that I am ashamed is an extreme understatement. My job as your leader is to lead...and that starts with behaving in a way that makes us all proud. That is not what I did, and it cannot be explained away.

It’s clear this video is a reflection of me ― and the criticism we’ve received is a stark reminder that I must fundamentally change as a leader and grow up. This is the first time I’ve been willing to admit that I need leadership help and I intend to get it.

I want to profoundly apologize to Fawzi, as well as the driver and rider community, and to the Uber team.

― Travis

Hundreds Of Women Accuse Major Jewelry Chain Of Widespread Sexual Harassment

Jared the Galleria of Jewelers and Kay Jewelers’ parent company, Sterling Jewelers, is facing a class-action arbitration case from thousands of former and current employees, 250 of whom allege the company “fostered rampant sexual harassment and discrimination,” The Washington Post reported Monday.

Women at the company have come forward to say that they “were routinely groped, demeaned and urged to sexually cater to their bosses” during the late 1990s and 2000s. More than a dozen women initially filed for arbitration in 2008. 

Not all class members are alleging sexual impropriety. There are also accusations of wage violations, which argue that women were paid less than men and “passed over for promotions given to less experienced male colleagues.” 

This information hasn’t come to light until now because the employees’ attorneys were only granted permission to release the information publicly on Sunday. The case is being settled through arbitration (re: privately) and it’s not clear why it’s taken so long to settle.

Sanya Douglas, a Kay sales associate and manager in New York from 2003 to 2008, told the Post that a manager had a saying for male leaders coaxing women into sexual favors to advance their careers, calling it “going to the big stage.”

“If you didn’t do what he wanted with him,” she said in the 2012 sworn statement, “you wouldn’t get your [preferred] store or raise.”

Sterling Jewelers disputed the allegations, telling The Huffington Post in a statement that they believe “the story published by the Washington Post is patently misleading, as the referenced arbitration matter contains no legal claims of sexual harassment. We are currently seeking to have the Post correct this inaccurate story.”

They also said that they’ve “created strong career opportunities for many thousands of women working at our stores nationwide” and they’re taking the allegations “very seriously.”

Sterling also indicated that the allegations “involve a very small number of individuals” and that “they are not substantiated by the facts and certainly do not reflect our culture.”

Read the whole story here.

The Disruption And Global Transformation Of The Energy Industry

Co-Authored by Andreas Fornwald, CEO Grünwald Technologies & Sloan MBA

The first hit was the computer mainframe industry in the 1980s, then the conventional camera business of the 1990s was transmogrified followed by the telecommunication industry in the 2000s: and now it is the turn of the electric power utilities to take their place on the anvil of technological and societal change. These behemoths are forced to radically reshape themselves or face extinction.

Utility companies for power generation and power transmission have more than 100 years of history and millions, sometimes up to 50 million, customers. Now they are arguably experiencing the biggest challenge to their existence ever. Many will not survive.

The energy industry is rapidly changing: power generation is no longer a straightforward business, complexity is becoming overwhelming, and many top executives can not cope with this new situation. Radical transformations are progressing or will come. The Smart Grid wave is still ongoing. The Internet of Things (IoT) is rapidly developing, sophisticated Demand & Response software is coming, and Predictive Energy Consumption Logarithms, which should be in place by the end of 2017 will shape the Power Generation and Power Distribution industry as much as the robotization revolutionized the car industry.

Some experts and pundits predict the end of the power generation and power distribution giants and the fragmentation of the industry. We believe that this will not happen; the future of power generation and distribution will be shaped by global service providers that will bundle the utility business and provide significant add-on value to customers. These new energy companies will become the Google and Facebook of an utterly transformed utility business.

Some experts and pundits predict the end of the power generation and power distribution giants and the fragmentation of the industry.

Currently, many utilities are struggling. This phenomenon is very visible in Germany where the two big players – E.ON and RWE ― instead of focusing on customer service, divided their assets and created huge liabilities for taxpayers.

The challenges facing energy utilities include:

1. Electrical consumption per capita is falling for the first time in history. More efficient electrical energy usage, improved devices with less energy consumption are impacting industrial and residential consumption.

2. The energy supply is diversified, and the increasing efficiency of renewables is driving many independent power producers to feed electricity into the grid. More and diverse power of various quality, with different environmental impacts, is produced. No power source is comparable to another, and every power source has to be treated in a very special and proprietary way.

3. The grid cannot match demand and is far more difficult to control as it has many of bidirectional players.

4. Grid operators are split between efficiency, low costs and accepting various inputs from very diverse players, ranging from nuclear power plants to solar panels.

5. Various technologies are fiercely competing for power generation and power transmission.

6. IoT and ERP are playing a large part in operations. However, the integration of new internet technologies is not the biggest challenge; the biggest challenge is how to make employees use them properly and efficiently.

7. The share of renewable energy is growing and will soon reach 30-40% of total energy production. These intermittent sources have their own industry-specific challenges.

8. The diversity of renewable energy is increasing, and almost every source has different technical characteristics and uses new technologies which have to be quickly understood by utility staffs.

9. Utility company’s customers have become pro-active, and many of them have the ability to produce their own electrical power and feed it to the grid. Consumers become “prosumers” and the electrical grid becomes bi-directional, like a social media network.

10. Internationalization strategies which were once done by acquisitions rather than by cooperation with local partners, now need to be adapted to change strategies for cooperation with various local and global organizations. Utilities have to work closer with Independent Power Producers (IPP), with communities as well as with NGO’s, governments, local and global suppliers, etc. This complexity overreach echoes the United Nations.

11. State ownership will challenge the internationalization of the industry, and some stakeholders will probably question investments abroad because they are risky. The need for internationalization has to be better advocated and convincingly argued to resonate with policy-makers in order to move forward.

12. The utility industry workforce is very attached to their home bases and not mobile. It is extremely difficult to bring them around and to help them think and act globally.

13. The diversification of regulatory risk is another challenge. As politics becomes more populist, less rational, a less utility-friendly approach may be taken by governments and authorities. The new breed of global utility managers will have to cope with fresh demands from local and national governments and to learn to react to “meddling” politicians.

14. The handling of decentralized assets will change and utilities will need to share assets with other companies to develop joint projects with different players. With decentralized energy, the scale changes as does workforce qualifications and the revenues structure. Moreover, setting up small energy generating units is more labor intensive than building and operating big plants.

15. The management of data and big data will pay a crucial role for future utilities. Data will be by far the utilities’ greatest asset. Data and information regarding customer behavior and assets will be vital in order to streamline operations, and will be critical in defining the competitive advantage of each utility.

16. Monitoring new entrants and their business models in order to develop defense strategies or/and strategies to prevent the effects of disruptive innovations. The future utility market will abound in disruptive innovations.

17. Utilities will be crucially faced with the continuous improvement of its algorithms, business models and dealing with rapid change.

18. Defining and shaping a more customer-centric approach and experimenting with new approaches to developing a customer base will be a defining factor for competing utilities.

19. Interaction with other utilities will also define day to day business. More non-utility companies will enter the market and provide various service alliances between telecommunication companies, software companies and utilities.

20. Reversing classic utility inertia in deploying new technologies and new assets based on bottom-up approaches, while focusing on today’s unpredictable and unstable regulatory environment.

An example: the German market with its 590 billion euros sales revenue, is the biggest in Europe. The Big 4 ― RWE, E.ON, Waterfall and EnBW ― amount for 74% of the market. However, their share is sharply declining, some 1.5 million corporations and individuals produce energy; this number is growing fast.

For utilities to survive, adapt and prosper, they must attract dynamic and modern-thinking managers and executives from various industries related to power generation, transmission and distribution.

All the challenges above and the extraordinary complexity of today’s utilities market are forcing companies to leave old patterns behind and to entirely rebuild their operations. Utility companies need to reinvent themselves and travel down the path of diversification and efficiency in today’s tumultuous globalized market.

For utilities to survive, adapt and prosper, they must attract dynamic and modern-thinking managers and executives from various industries related to power generation, transmission and distribution. Post-heroic leadership in a complex, fast-changing and agile environment is crucial. Defining their role in the internet based, highly inter-dependent world is a matter of survival for utilities.

To manage these momentous challenges, transformations, threats and opportunities, utilities need managers who are able to work simultaneously with large, sophisticated organizations but also able to communicate with small departments with a start-up culture. Future utility managers should also be able to bind the innovative and entrepreneurial culture of Silicon Valley with the hierarchical structures of a large corporation. Managers need to possess bold and creative ideas as they bring a diverse corporate culture to their employees without leaving anybody behind ― to successfully navigate the radically changing energy market.

Determining Essential Job Functions Is Critical In Employment Disability Litigation

Under the Americans with Disabilities Act (ADA) of 1990, an employer of 15 or more employees must not discriminate against an otherwise qualified individual with a disability. The ADA standard imposed on the employer is basically to provide a reasonable work accommodation to the disabled employee unless it would cause an undue hardship to the employer. However, an employer need not change an essential job function in order to provide a reasonable accommodation. Hence, determining the essential job functions is critical in disability litigation. An employer has the opportunity to state the essential functions of an employment position in advance of litigation.

In both 2015 and 2017 the federal Court of Appeals for the Sixth Circuit decided, favorably for the employer, cases in which the critical legal issue was whether “regular in-person attendance” was an essential job function under the stated facts. This comment briefly reviews these two decisions. Always consult an experienced attorney in all employment situations.

In the 2015 decision, EEOC v. Ford Motor Co., the employee in question, a steel buyer, had irritable bowel syndrome and proposed telecommuting as a reasonable accommodation under the ADA. A divided panel of justices ultimately held for Ford that “regular and predictable on-site job attendance” was an essential function of the job. The dissenting Sixth Circuit justices noted that this case required an individualized approach and that there was not a clear time allocation among the various parts of the job, some of which could be accomplished through telecommuting.

The 2017 decision, Williams v. AT&T Mobility Services LLC, involved an employee functioning as a Customer Service Representative (CSR), who reacted to random customer calls with panic attacks and depression that required her to log off of her workstation. She requested a flexible start time, additional breaks during the day, and leave to attend an eight week treatment program. This case was unanimously decided in favor of the employer by a three judge panel.

The Panel noted that “the Ford decision leaves open the possibility that regular attendance might not be an essential function of every job, but suggests that exceptions will be relatively rare.” In the present case, AT&T had strict Attendance Guidelines predating this litigation that “state that regular attendance is an essential function of the CSR position.” The US Code [42 U.S.C. Sec. 12111(8)] provides that written job descriptions “shall be considered evidence of the essential functions of the job.”

The opinion continued: “The Ford court also evaluated whether the employee had proposed a reasonable accommodation that would allow her to perform the essential functions of her job.” In the current situation, the employee provided no evidence of how breaks would address unpreventable panic attacks. Regarding additional leave the Court wrote: “An employer is not required to keep an employee’s job open indefinitely…”; especially “where an employee has already received significant amounts of leave and has demonstrated no clear prospects for recovery.”

To prove unlawful retaliation for requesting an ADA accommodation, an employee must initially prove (prima facie case) that: “1. She engaged in protected activity under the ADA, 2. Her employer was aware of that activity, 3. She suffered an adverse employment action, and 4. A causal connection existed between the protected activity and the adverse action.” However, AT&T had a nondiscriminatory reason for termination (excessive absences) and consistently followed its policies.

The opinion concluded: “In the end this case reflects the reality that there are some jobs that a person with disabilities is simply unable to perform. A blind person cannot be an airline pilot, nor can one with advanced Parkinson’s disease be a neurosurgeon. Similarly, a person like Williams who reacts to random customer calls with anxiety attacks that require her to log off of her workstation is not capable of performing the essential job functions of an AT&T CSR. We therefore AFFIRM the judgment of the District Court [granting the employer’s motion for summary judgment without a trial].”

In light of these decisions, employers should:

Prepare detailed job descriptions clearly identifying essential job functions

Be certain that customary workplace practices do not contradict the job descriptions

Consistently enforce employment rules and procedures

Maintain complete documentation concerning performance reviews, warnings, etc. for each employee

Employees requesting an ADA accommodation should:

Record the time actually spent performing various specific job tasks

Identify customary industry practices in performing this job and what ADA accommodations are typically provided

Determine how the employer has accommodated similarly situated employees.

Carefully demonstrate how a proposed accommodation will address the disability in question

It is noteworthy that courts tend to defer to the employer’s pre-litigation determination of what is an essential job function. Additionally, numerous judicial decisions have determined that regular and reliable attendance is an essential job function.

In response to this deference, it might be argued on behalf of the employee that attendance is more in the nature of a pre-performance qualification standard than an essential job function. An employee may perform by answering customer inquiries (a job function) but does not perform attendance. Rather attendance is a prerequisite to answering inquiries. Under this analysis the question becomes if the qualification (attendance) is job related and consistent with business necessity. This then leads to an inquiry concerning whether or not the qualification is being unlawfully used to discriminate against persons with disabilities.

Much litigation has engaged in a qualification analysis in the areas of discrimination based upon race and sex. For example, requiring airline flight attendants to be female was determined not to be job related and consistent with business necessity. In fact, it was found to be unlawful discrimination based upon sex.

However, seldom have courts currently followed this line of inquiry in attendance related cases. Rather, courts have overwhelmingly deferred to an employer’s statement that attendance is an essential job function without additional inquiry. There is great weight given to an employer’s business judgment. One may argue the relative public policy merits of this judicial approach. Is it simply a common sense free enterprise acknowledgment that private employers decide what work must be performed and how it should be performed, or does it improperly narrow the protections afforded by antidiscrimination laws?

Part of the counterargument is that race and gender are immutable personal characteristics that are not performance based, unlike attendance. Attendance (being present at a specific location), the argument might go, is essential to performance just as one cannot build a building without being physically present at the construction site. However, telecommuting is a developing reality in many service positions, especially where face-to-face interaction does not occur.

This comment provides an incomplete educational overview of a complex topic and is not intended to provide legal advice. Always consult an experience attorney in specific employment situations.

7 Ways Managers Motivate And Demotivate Employees

Few things are as costly and disruptive as managers who kill morale.

Demotivated employees underperform and then walk out the door at the first opportunity.

The scariest thing is how prevalent this lack of motivation is. Gallup research shows that 70% of employees consider themselves to be disengaged at work.

Organizations know how important it is to have motivated, engaged employees, but most fail to hold managers accountable for making it happen.

When they don’t, the bottom line suffers.

Research from the University of California found that motivated employees were 31% more productive, had 37% higher sales, and were three times more creative than demotivated employees. They were also 87% less likely to quit, according to a Corporate Leadership Council study on over 50,000 people.

The Gallup research shows that a mind-boggling 70% of an employee’s motivation is influenced by his or her manager. It’s no wonder employees don’t leave jobs; they leave managers.

Making Things Worse

Before managers can start creating motivated, engaged employees, there are some critical things that they need to stop doing. What follows are some of the worst behaviors that managers need to eradicate from the workplace.

1. Making a lot of stupid rules. Companies need to have rules—that’s a given—but they don’t have to be short sighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work. 

2. Letting accomplishments go unrecognized. It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right. 

3. Hiring and promoting the wrong people. Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse. When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top­­­­­­­, it’s a massive insult. No wonder it makes good people leave. 

4. Treating everyone equally. While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock. 

5. Tolerating poor performance. It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

6. Going back on their commitments. Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?

7. Being apathetic. More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your productivity.

Making Things Better

Once managers have eradicated the seven negative behaviors that demotivate their best people, it’s time to replace them with the following seven behaviors that make people love their jobs. 

1. Follow the platinum rule. The Golden Rule (treat others as you want to be treated) has a fatal flaw: it assumes that all people want to be treated the same way. It ignores the fact that people are motivated by vastly different things. One person loves public recognition, while another loathes being the center of attention. The Platinum Rule (treat others as they want to be treated) corrects that flaw. Good managers are great at reading other people, and they adjust their behavior and style accordingly.

2. Be strong without being harsh. Strength is an important quality in a leader. People will wait to see if a leader is strong before they decide to follow his or her lead or not. People need courage in their leaders. They need someone who can make difficult decisions and watch over the good of the group. They need a leader who will stay the course when things get tough. People are far more likely to show strength themselves when their leader does the same. A lot of leaders mistake domineering, controlling, and otherwise harsh behavior for strength. They think that taking control and pushing people around will somehow inspire a loyal following. Strength isn’t something you can force on people; it’s something you earn by demonstrating it time and again in the face of adversity. Only then will people trust that they should follow you.

3. Remember that communication is a two-way street. Many managers think that they’re great communicators, not realizing that they’re only communicating in one direction. Some pride themselves on being approachable and easily accessible, yet they don’t really hear the ideas that people share with them. Some managers don’t set goals or provide context for the things they ask people to do, and others never offer feedback, leaving people wondering if they’re more likely to get promoted or fired.

4. Be a role model, not a preacher. Great leaders inspire trust and admiration through their actions, not just their words. Many leaders say that integrity is important to them, but great leaders walk their talk by demonstrating integrity every day. Harping on people all day long about the behavior you want to see has a tiny fraction of the impact you achieve by demonstrating that behavior yourself.

5. Be transparent. Good managers are transparent and forthcoming about company goals, expectations, and plans. When managers try to sugarcoat, mask, or euphemize in order to make things seem better than they are, employees see right through it.

6. Be humble. Few things kill motivation as quickly as a boss’s arrogance. Great bosses don’t act as though they’re better than you, because they don’t think that they’re better than you. Rather than being a source of prestige, they see their leadership position as bringing them additional accountability for serving those who follow them.

7. Take a genuine interest in employees’ work-life balance. Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap. Overworking good employees is perplexing to them; it makes them feel as if they’re being punished for their great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of the extra work.

Bringing It All Together

If you cultivate the characteristics above and avoid the demotivators, you’ll become the kind of boss that people remember for the rest of their careers.

Have you seen these motivators and demotivators in action? Please share your thoughts in the comments section, as I learn just as much from you as you do from me.

If you’d like to learn more, my book Emotional Intelligence 2.0 is a great place to start.