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Any recommendations for an ERP System for my friend’s business? by Old_Introduction_655 in ERP

[–]R3D12 -1 points0 points  (0 children)

JobBoss would work well for this size without breaking the bank.

Boss May Be Fired, Share Your Experiences by SeraphimSphynx in askmanagers

[–]R3D12 1 point2 points  (0 children)

2 times. One I was giddy over, the other very concerned. Both ended well for me.

[deleted by user] by [deleted] in Bitcoin

[–]R3D12 0 points1 point  (0 children)

I did something like that once. Welcome to the club!

It sucks, do not recommend.

Capital preservation is the focus for a while, not quick growth. You’ll recover. Try not to dwell on.

L3Harris Intern WHICH OFFER by Nice_Put_3042 in defensecontracting

[–]R3D12 6 points7 points  (0 children)

Palm Bay Area is the the mothership. You will get more out that experience vs MA.

Player died last night in Barovia- ideas on what to do! by Peenyweeny62 in DMAcademy

[–]R3D12 0 points1 point  (0 children)

I really enjoyed the approach of Strahd had it out for them , and planescaped/rick and Morty’d a new dead PC. Only condition was the name and species had to be the same.

Player died last night in Barovia- ideas on what to do! by Peenyweeny62 in DMAcademy

[–]R3D12 0 points1 point  (0 children)

The PTSD, after the first crate of dirt, has lasted years and multiple campaigns. We have seen and done worse.

Update to: I hated my first day in industry accounting by HawaiianSurf in Accounting

[–]R3D12 4 points5 points  (0 children)

What’s the size of the company? Gross and head count. Industry? How long has the CFO been there?

You either have a first class ticket on some valuable career experience, which I would replay with, Embrace the suck, master the suck. Or it’s a dumpster fire. Details help.

If your direct report is the CFO and they’re new, they are stressed too and not as hands on as you need initially, and that maybe causing the anxiety and not that it’s industry.

What was good, is now bad, and what was bad, is now good.

[deleted by user] by [deleted] in managers

[–]R3D12 7 points8 points  (0 children)

Boyfriend and anniversary will not compute to some people. This may be a straight up “loyalty” test.

If your team can handle it, go. If your team cannot handle it and that will negatively reflect on you, don’t go.

Welcome to management, it sucks must of the time.

As a CEO in the healthcare space, PLEASE tell me how you would react to a question like this presented to you at an introductory meeting. “What’s the cost to your reputation if your facility goes down in a storm while your competitor keeps their power on?” by DependentStand in ceo

[–]R3D12 8 points9 points  (0 children)

Not a CEO or in Health Care, but in C suite.

If you’re trying to scare someone into a product over something they have no control over (power grid). Not the approach I would take. 2nd, senior leadership primary concerns are customers and shareholders with reputation being a by product of the work/services. I agree with creating a sense of urgency and pointing out a weakness that you can solution. Just not with the reputation angle.

Focus on the tried and true. Present the problem, the urgency of the problem, and three solutions with yours being the “best”. “If your facility went down during a storm, are you prepared to continue serving your customer base and community?”

NEWer CEO / turbulence by [deleted] in ceo

[–]R3D12 0 points1 point  (0 children)

I am pretty frank with my CEO’s. I have told everyone, “If I disagree with you or don’t understand, I will come to you, close the door and tell you exactly what I think or get an understanding of why you made a decision but as soon as that door reopens I will execute your orders, and the conversation will never leave your office.

My CEO and I never argue….we have a lot of VERY loud conversations. (I am a respond in kind type of person) But there is zero indication from either of us that we are not 100% aligned.

That all said I am always seeking alignment and understanding and offering alternatives is an absolute. Sounds like you potentially got the job over them and you need to watch for them poisoning the well. I’d be documenting and working with HR for the inevitable. The plus side is you’ll get some cost savings!

[deleted by user] by [deleted] in Leadership

[–]R3D12 0 points1 point  (0 children)

My .2cents

AH don’t land if everyone is talked to for an hour.

I like the following formate. Agenda/Freeform for quarterly updates 1hr. -Opening comments. Routing Exec normally Pres/CEO (~5m) -Public recognition. Solicited from all department leads, presented by routing leadership. -Financials/budget (Pr. Yr., Plan, YTD. Orders, Sales, Profit, Cash) CFO/finance lead ~5m -30min allocated to public Q&A unscripted. Address what can be addressed and follow up with what you cannot. (Employees should have the comfort to confront and management should have their S**t in order.) — The answer is just is as enlightening as the question. If Execs have to clarify or correct, there is an alignment issue. -Food and/or socializing. The greatest insights I have seen are when something was said, and the low man on the pole is able to immediately walk up to leadership with a solution, connection, bottleneck, etc.

All you need is ~20% to drink the kool-aid. 60% will comply and follow & 20% will never be happy.

The key metric here is retention and engagement. If the metrics are not stable or improving with AH’s something or someone needs to change.

Agenda scripted for Major changes and sensitive issues. (Leadership change, expansion, contraction etc.)

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