Are we there yet? The little boy asked his parents from the back of the van. Eager to get into the destination, he forgets that the trip itself is one big adventure.
Like that little boy, some of us are still persistently asking the authorities, our leaders, our neighbors, the statisticians, or any one who wants to care, "are we there yet?" in terms of economic recovery.
Are we at the tail-end? in the mid-wing? or completely out of it without us realizing or feeling different? Statistics do not say much. Perception is reality.
Instead of asking 'are we there yet' what can we do right now to steel up and get going despite and in spite the economic woes we are experiencing as a province, with policies left and right that try to suppressed our natural resources and gifts, and the kinds of leaders bent on reversing all the decades of economic development we had built.
All these taken together should give us the fodder to
-strategize not only to survive but to grow, beat the competition, and dominate our markets;
-define our value proposition and solicit more feedback from our loyal customers;
-now is also the time to invest not hoard 'precious dollars' to help us bounce back better when the boom is back;
-seriously create a mindset that takes setbacks as good feedback;
This 'are we there yet? persistence could be driving all of us mad.
Let's stop this whining and moaning to realize we are creating our doom and gloom prophesies. We have the agency, volition, and control within our leadership roles to get back on the right track.
Did I say stop whining?
Just completed my presentation at the annual CSAE Conference here in Vancouver. Lots of learning, networking, and building up the Canadian association sector's assets.
At the end of my speech, there is always something for everyone.
Well, when all else fails, the right diagnosis can lead you to the right solution.
If you haven’t failed, you might done so cautiously that you have not done at all, then doing so might be failing by default- JK Rowling
The recent local headline shocked me today. A city is complaining that another bigger city had stolen jobs from them by giving millions of money to a Corporation so that the Corporation can create more jobs in their city.
Well, this is the case of dumb management. I thought the municipality is responsible for job creation through enabling the economic environment to actually become the best environment to get, hold, and maintain jobs and employment for all citizens.
Now what is happening is the worst case of identity crisis and totally misunderstood mandate. Governments should not manipulate the market to create jobs for people. The bureaucracy is already a big employer in itself. Cities, town, and municipalities should get their hands off the companies and corporations who are more than willing to receive the taxpayer's monies for any reason.
So this "you want to buy me a job so that I can get a job" is distorting the market, colluding with corporate entities, and imposing enormous risks for citizens. There is no limit to stupid ideas being peddled as innovations or new ideas. What is obvious is the lack of creativity, innovation, and ingenuity of our current municipal leaders to think that by 'throwing more monies, you can let things appear just like that.'
No way Jose! Job creation is a complex results of systems integration of market forces that encourage entrepreneurialism and risk-taking in the atmosphere of favorable business environment. Sans that, small businesses who are the top job creators end up being squeezed to death even before they can launch successfully.
Who is the one laughing its way to the bank now?
All Rights Reserved. GSC 2019
The President of the Philippines, Rodrigo Duterte had to use some very explicit strong statements to convey that the Canadian trash should be removed in the Philippine soil immediately.
Where on earth is this country going?
I came from the Philippines and decided to move to Canada on the basis that Canada is a better country over-all.
Yet, the current political, economic, and moral situation in this country leaves me thinking if this is the right decision.
Canada, a developed country cannot find the solution to this crisis in the swiftest, most diplomatic, apologetically way in a sign of weakness in governance, political will, and moral ascendancy.
If a contractor has failed on its responsibilities to deliver its services in international setting, that contractor has to be black-listed, its license revoked, and be publicly chastised, before there is considerable improvement in its work. With all the bureaucracy in the government, they cannot find who is responsible, accountable, and have the oversight on these issues. The government cannot say, 'this is not us, it is a private contractor's work."
Where is your oversight, excuse me? Washing your hands like Caesar only proves that you don't really care and instead of being truly sorry, you started finger-pointing.
The government of Canada is duty-bound to be a friendly and honorable member of the international community as the UN Charter imposes. Any thing that represents Canada to another country is either, a source of concern and pride, hopefully not a lot of the former. It is not a surprise, that with all the problems it is creating in the world, it is not safe to fly Canadian flags in another country any more or a sticker in a vehicle.
Who cares whether it was an act of government or a private contractor? When a crisis happens, correct the problem immediately, take the microphone and admit there is a problem and restore friendly relations back.
There is no time to do the blame-game and pretend the problem doesn't exist.
In Asia, bamboos abound. In the place where I grew up, bamboos grow everywhere.
We always equate bamboo with resilience in the context of stormy winds, hurricanes, strong rains and floods. It is very strong but it's strength doesn't come from resisting those natural forces but being able to bend but not break. Once the storm is over, these bamboos could snap back to its form, no problem.
For businesses people and executives suffering from small crisis to big upheavals, how is your resilience level? Do you snap back after a personal crisis, a sickness, losing a loved one, losing a job, getting fired, or just an unexpected turn of events in your life and career? These crises are catastrophic and any person can be physically, emotionally, and psychologically debilitated by these events.
Take note, resilience doesn't mean you don't feel pain or suffer from it. It just means that you can recover from any challenges quickly and become a better person in the process. It means taking all the challenges as fuel for the next level of personal growth and accomplishment. It means owning up your part of the problem without assigning blame, feeling resentment, and being bitter about the situation.
When we bend, we don't break. We let things go, things that we cannot control and let it takes its own course. The bending is for our betterment and this is not a sign of cowardice or timidity or weakness, but a sign of wisdom and great sense of balance and inward strength. As the cliché goes, 'this too shall pass.'
What do you think?
What can you say of a person that tries to lose more monies in a bad deal? It starts with S and ends with D.
In the face of overwhelming evidence that the deal, business, venture, or enterprise is doomed to fail, why it's even possible that more resources are being invested to it?
Is it wishful thinking, or losing face, or not looking bad in the eyes of the neighbors? Is it about pride? Is it about bad data or bad analysis? Is it about fear of facing the reality or consequences? It is about not accepting that it failed?
Regardless, it is a bad idea to pour money over bad money.
The logic of the day is to cut your losses and run! But when people stubbornly refuse to let go of a failed venture, and turned a blind eye on reality, it is more emotional than anything logical at this point.
You can teach a person to become logical about decision-making but you can't teach a person to be honest with himself.
Being authentic starts from within.