SINCE 1961 MORE THAN 50 YEARS…….STRATEGIES WITH THE GLOBAL REALITIES

MITIGATE YOUR STANDALONE ENTERPRISE STRATEGIES

About

Global nick name Mr. Non-stick since 1961 thanking Ekco Mexico production experiences

MAR_1878

ROBERTO GALENTINO is President and leading partner of SGS – Saint George Solutions

Thanks to his long and unique international experience 25 years ago, he moved his business to Switzerland.

Italian, but with an  Anglo-Saxon/ American professional education, has consolidated successes with a long list of producing companies, developing and listing them all at Leader level in their industry. 

Adopting a completely different approach to each individual activities with marketing and product strategies different from one another.

18 years Prestige. Goals : lift Italian subsidary to first level of European 5 subs group and, provide all sort of European point of sales displays. Leader

25 Frabosk. Goals : starting from artisanal level ( about 2 mio€sales ) up to 60 mio€ getting European leadership, creating the widest collection of innovative speciality cookware. Leader

5 Alluflon. Goal : Launching non-stick cookware from stratch ( about 4.500 mio€ turnover with 6% loss at October 1979 into 7% profit in 15 months ). 1979 production of 12.000 pans daily at 5th yr 35.000 daily. Turnover over 35 mio€ . Leader

4 Rondine. Goals : from stratch to Leader and get Public in 7 years ranking from 3.5 mio€ to 60 mio€. Creating full new prodution from zero, new Italain and export network. Opening US mkt with Bradshaw venture. Leader

5Giannini- Goals : getting from artisanal to affirmed industry now ILLA and Public. Leader

Meyer HK / Prestige UK goals revamping Prestige trade mark in Europe. N 2 global Leader

Akzo Nobel. Goals : For European and Turkey train for start-ups of new non-stick cookware producers for production level of quality and new co. global mktg strategy. Leader of rolled technology

5 years marketing consulting Alluflon, from scratch to Leader reviewing products assortment and revolutionizing the whole non stick cookware market with new strategies in Italy, Europe and South America.

4 years for Meyer / Prestige

Treuhand - Berlin (German Government) to relaunch Geithainer, Leipzig

These, as well as several others international leader companies as:

Wilkinson Sword (UK), Paton Calvert (UK/Sud Africa), Kuhn & Rikon (CH), Sigg (CH), IHA Chicago Fair (USA), Anchor Hocking Lancaster Ohio (USA), G&S Metal Cleveland Ohio (USA), Goss Inc. Ohio (USA), Prestige/Meyer  (HK), Meliconi  (ITA).

 

OPERATIVE FIELDS

GLASS : SAIVO, Florence  Italy

Anchor Hocking, Ohio USA

POLITICS

1979, Italian Prime Minster Giulio Andreotti to revamp Democrazia Cristiana,
Berlusconi, Mediaset for :  a) STANDA dep.t store and appoint me to N°3 alongside MD Ing. Costa now Mondadori, b) Insert new partners into Standa, c) check the start-up, if worth,  of Progetto Italia franchising launching. By me proposed abortion of and never revamped again.

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Cambridge Girton College Motto

« We learn to serve »
Cambridge Schools / Universities believe students should be tought

to exell to what they do,
Use their skills Ethically,
Support the comunity and keep well-being of others always in mind.

 
 

 

 

Our International Team

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HAYSAM HOMSI

Vienna - expert Eastern European markets
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PAUL KEMPSEY

Expert into all UK distribution’s levels he dealt with for last 40 years.
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ANTONIO RAFFAELE

in addition to Lòwe now Zepter and M.East expert
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MARIA GRAZIA SABATO

professional ex active partner UNIEURO, specialist in home products
Company philosophy

Crucial and very important subject, to which too often it is difficult and complicated to give maximum attention to its application, SGS is particularly sensitive, both for its own business and for the clients’ application to entrust it. Business philosophy is closely linked to market strategies, a company topic, often lacking home-based businesses. Product quality, production technology and its consumer target may have completely different business philosophies. Starting from switchboard very first contact.

“PHILOSOPHY” REPRESENTS THE BASIC DIFFERENCE AMONG COMPANIES.

IS YOUR CO’s PHILOSOPHY ADOPTED AT ALL YOUR BUSINESS LEVELS?

DEVELOPPED PROJECTS:

INVENTOR of
EQUILIBRIUM PLATE . Registered, portioned plate for an equilibrated diet, the Mediterranean diet (registration no. 13499207 - 2015)

THERMOHANDLE . Patented Thermo-device on frypan flame guard, indicating the correct temperature when starting frying (Patent no. GB99/01286 – 2000)

CONSULTING SPECIALIZATION
Main International / non-stick and s.steel cookware Leader companies as Alluflon, Rondine/Bialetti, Meyer

DESIGN & COLLECTIONS DEVELOPPING
FRABOSK – Italy: the largest cookware collection for International markets
GUZZINI - cooperating with Leader Arch. Marinelli creating 3 lines of top design kitchen tools

 

MAR_8323 tris

 

EUROPEAN COORDINATOR at Prestige Group, London as European coordinator of  the largest Number of displays for cookware, bakeware, Kitchen tools, Gadgets, Carpet sweepers.
PRESTIGE GROUP LONDON - for the task of bringing Italian subsidiary to very first place in Europe for sales and profit  increase records (100% in 3 years).

INTERNATIONAL EXHIBITIONS:
IHA –CHICAGO, International Fair –3 years Consultancy for the development of European presence at most important American Housewares Show

APPOINTED AS A MEMBER OF THE BOARD
ITALY / CHINA - From the most prestigious ITALY-CHINA FOUNDATION – ISTITUTO ITALIA-CINA, Milan

POSITANO: Top end Residence “I GIARDINI DEI SENSI” 10 years launching with top quotations results on Booking.com and Trip Advisor

Services

OPERATIVE AREAS

BROKERING, MERGER & ACQUISITION, SALES TRAINING, DISTRIBUTION & AGENTS' SELECTION

Among industries:for exchange or supply of semi-finished parts. Supplies that may go from handles to discs or pans with or without handle. Thanks to the depth of ROBERTO GALENTINO’s knowledge, several innovative ideas may raise for original and innovative proposal. OEM supplies and plans to develop Brand Trademark on Markets of Strategic Interest are part of specific tasks.

Among Business Partners: Any kind of distribution problem can be dealt with:

✔️ exclusivity agreements in specific markets

✔️ research for agents / distributors from European to American markets.

✔️ Synergies among manufacturers.

European solutions for overseas companies: they can be valued on the basis of products manufactured specifically and crossed with the issues of sales volumes. i.e. Glass problems are specific and have different marketing needs and demands, compared to kitchen / cooking utensils and cookware. Porcelain does not have the same market volumes as ceramics. Local solutions in individual countries could be selected in line with market strategy and philosophy for individual manufacturers and crossed with European trends. 

Agent selection: provided for single market or area, as well as for full sales network.

Complete sales networks: They can be tailor-made and based on the company's philosophy; for sales approach, as well as volume, market targets to reach.

Acquisition of trademarks: delicate matter to be investigated case by case.

Thanking Roberto Galentino’s and SGS global contacts with local producers, strategic mergers and acquisitions approaches are part of daily SGS’s activities, generally focused on the major benefits and …. obviously even disadvantages of every single proposed operation. It will be part of this M&A area the considerations of the added value gained from the acquisition or the merger to be evaluated. Each company has ambitions to increase sales and ambitions for conquering new territories. The traditional method of increasing sales level provides often too small returns for the efforts and time needed. Which is the alternative to achieve the purpose? Nowadays mainly and promptly through M&A, providing the company has a clear “Strategic Plan”

Despite this is a key point, companies do not have the time and professional skills to provide for. Due to markets more and more competitively aggressive, sales training is a real professional job that cannot be done if not in a professional way, avoiding the risk of being considered “out of time”. 

 

How long is it that you do not confront yourself with a real business “brain storm”, launching on the table the most provocative ideas?

 

How long is it you did not review your sales techniques?

 

In the company is sales traning handled by a real motivator?

It is provided on the basis of strategy and philosophy of the company with an Innovative Attitude unless specifically requested a proper "head hunting".

The sales network is closely related to distribution and its problems. The promise of the salesmen must meet the back office support’s capacity, not just the delivery of the goods, but also the proper follow-up.

Only new product design may better specify and define trends and business ambitions. It is very important to indicate to both distributors and consumers what are the company's cultural goals and ambitions. Difference belongs to details.

If in line with Plusses as “Unique”, “Exclusive”, “Original”, The Authenticity and Originality will boost the Company’s Image

EUROPEAN
- How can my company adopt a real international approach?
- Which kind of packaging / presentation of the product is needed abroad?
- Packaging for Europe other than USA?
- Training of sets is different from Europe to USA?
- Measures inches (inches) acceptable to markets based on decimal (centimeters)?
- Which assortment of products and measures are necessary to deal with individual markets?
- How important is the induction bottom on cookware?

INTERNATIONAL
- How many languages ​​do you need to operate in Europe?
- Is it true that in the States Spanish is in use?
- England: is volume market as important as the retail field, speciality shops, cook shops? What about if compared to department stores ?
- Italy: How much do department stores represent as a percentage of the home business? Which are the most important players?
- Switzerland: is it true it’s a particular market?
- Europe: which are the major local players? Which are the volumes markets?
- Europe. Is there an operational network across Europe?
- Middle East: Do you have local key contacts?
- Are there opportunities for joint ventures with local producers in Middle East or Europe?

Brands we cooperated with

As part of the strategy, the company should always have the ability to introduce new CONCEPTS for sales development and marketing image. This to allow a regular updating of company’s image and originality. necessary in order to better justify a potential participant's role of the end customer. SGS devotes a particular attention to finalize Image and Originality to differentiate from other field’s players, promising to consumers the quality they expect.

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anchor
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European Solutions For Overseas Companies

European solutions for overseas companies”: they can be valued on the basis of products manufactured specifically and crossed with the issues of sales volumes. i.e. Glass problems are specific and have different marketing needs and demands, compared to kitchen / cooking utensils and cookware. Porcelain does not have the same market volumes as ceramics. Local solutions in individual countries could be selected in line with market strategy and philosophy for individual manufacturers and crossed with European trends.

Operating Network

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News

CASE ONE

Alluflon 1980 – 1985)

1980/ October

co turnover 6 mio€    losses - 350.000

1981/31st December

Co turnover 4.750.000€ profit +300.000€

15 months turnover despite a drop of 25% I provided a profit increase of 13% with a complete production’s review and new collection of products.

Deleting 1 out of 2 only cookware lines where actually was the lost situation. Adding 4 new profitable lines opening to new market’s targets.

Bringing in 4 years Alluflon from DOXA mkts survery  (as…others, meaning within 3.5% of mkt shares including remaining producers) up hto Leader producer level with 12% mkt shares second only to Tefal.

1985 final consultancy period with a turnover of 18 mio€,  from 4.750.000€ (1980) with a 400% increase.

Average increase of 100% a year.

Export from Zero  to 50% opening South America, Venezuela,  Brazil, Cile and Peru.

Europe : UK, France, Spain,Germany.

Network: italian 15 new agents.

Exports: 1980/1985 from 5%  to 50%

 

CASE TWO

 

Rondine now Bialetti -1987/ 1991

1987 turnover 3.5 mio€

1992 turnover 35 mio€

1987 Export :  zero

1992 Export: 60%  with start-up of Austria, Germany, UK,Spain, France and USA.

First co on the global market, by me invented, with an exterior golden decoration “Rondine Oro” ( 30 milion pieces) providing the co the largest popularity.

Plus 4 new different innovative lines.

Providing with my personal selection and hiring of a new historical CEO that allowed the co to get Public.

Italian Network from 1 agent brought to 16 new ones.

 

CASE THREE

Frabosk  1985-2010

1985 at start-up 1.800 mio€.

Reaching in 2010  turnover of 35 mio€,  creating somehow the largest s.steel cookware collection in Europe (around 1.000 new products).

Reviewed completely co image and new packaging and network.

Created 3 collection for

A)Medium ( Frabosk) ,

B)low for price and volumes target ( Nova)

C) top ( Regina) for retail.

Italian network of 12 agents.
Export in 35 countries representing 60% of co. turnover.
Germany, Spain, France, Holland Benelux.

Launch of famous Cappuccino Creamer over 20 mio pieces sold.

Addressed to my followers

«  out of My way »

 

List of declined prestigeous professional tasks.

 

The demonstration « I did it my way » and not for money !

 

Wrigley, Chicago : after 5 years of solliciting to join as responsable of Latin countries ( South of Europe and South America) I delivered too Mr William Wrigley personally my decline as morally not correct as addressed to fire local italian ceo. 1970

Fackelmann, Nuernberg Germany : at the time N°1 in housewares in Europe with over 450 mio nowadays € turnover I declined to Owner Alexander Fackelmann as useless my entrance when any internal / external stratetegy already consolidated. I did it asking the double of my incomes .1990

Kurt Schroeder,Germany : after years of contacts and meetings including in USA, San Francisco fair,  Chicago  and Frankfurt largest booth on such show. When co was in the area of 400 mio€ (1995)  despite relationship became personal and friendly as well as very trustfull I declined as smelling not forecasting any future for the co itself.

Meyer, HK : proposal despite co was N°1 after Tefal, I declined strongly suggesting to owner a 100% sure failure if launching hard anodized cookware in Europe. Reason was that Arthur Krupp ( Sambonet, Italy) bankrupcy belonged to such material. I saved him more than 20 years of money and  protect co. image.  Witness Bialetti ceo A.Piantoni.  2000

 

 
 

 

 

 

 

 

 

Dear Friends and Colleagues:

Once again, we are living through a momentous shift in history. The Chinese Communist Party has just re-established the ancient imperial system of command and control as the official Chinese model of state and society.

This was done at the just concluded party conference which elevated Xi Jinping to a position of great personal power.

The autocratic and authoritarian imperial system was instituted in 221 BC by the ruler of the state of Qin after he had conquered all the other states inhabited by Chinese speaking peoples. It has survived the vicissitudes of the centuries, from mass revolts to invasions.

Mao Zedong tried to pull up its heritage by the roots from the souls of the Chinese people with his cultural revolution, but now seemingly in failure. Even he used a top down approach to undo a cultural legacy of following one's superiors.

The thinker who proposed this system of command and control is unknown in the West and even to most Chinese. He was Mo Zi, who lived after Confucius and who rejected Confucius's optimism that people could be good of themselves.

​Mo Zi proposed​

​that everyone follow the instructions of an emperor who, in turn, would be guided by the Will of Heaven.​

As the people looked up to the Emperor, the Emperor would look up to Heaven. The architectural embodiment of Mo Zi's conceit is visited every day by tourists in Beijing as they walk around the white marble, round Altar of Heaven, open to the skies and once used by Chinese emperors alone.

Mo Zi's recommendation was for a theocracy under "the" One Man who told everyone how to follow the orders of Heaven, day and night, in rain or in sunshine.

Implicit in Mo Zi's scheme is that you and I, too, should look to the unique Son of Heaven (Tian Zi) for how to live our lives, as well.

Ironically, under the imperial system, the name of Confucius and especially his association with the psycho-social submission demanded by filial piety was attached to a social philosophy derived mostly from Mo Zi.

Since China is now so powerful in our world and will henceforth shape human destiny more than ever before, I thought it important to acquaint you with Mo Zi's thought.

Therefore, I attach a short comment of mine from 2006 on Mo Zi and excerpts from his seminal essay on "Identification with the Superior."

I hope you will find these papers influential in your consideration of China's current situation and its prospects.

Sincerely yours,

Stephen B. Young
Global Executive Director
Caux Round Table for Moral Capitalism

'Throwaway gear': nonstick pans are rare in restaurants – should home cooks quit them too?

Teflon might have its place but avoid metal utensils, high heat and rapid temperature changes

‘Don’t use oil spray, don’t leave a preheating pan unattended, don’t put it in the dishwasher, don’t use metal scourers or harsh detergents and always soak used pans before you scrub them.’ Photograph: xalanx/Getty Images/iStockphoto

A culinary bombshell landed in March when thechef David Chang, owner of the Momofuku empire and host of Netflix’s Ugly Delicious, admitted on his podcast that he’s changed his tune on Teflon. “I never thought in my wildest dreams that I’d cook with a Teflon wok – I’m not embarrassed any more, I’m coming out, I’m telling the world that my favourite piece of equipment right now is a Teflon wok made in Korea,” he chortled, saying that it was the ease of cleaning that swayed him.

Like many chefs, who don’t wash dishes at work, Chang was previously forthrightly anti-Teflon, claiming they barely lasted a year.

“It’s sort of like throwaway gear,” says Annie Smithers, chef-owner of Du Fermier in regional Victoria, who’s been cooking in commercial kitchens for more than 30 years. “No matter what quality they are, that coating wears off eventually and you throw them away.”

In hospitality there’s no mucking around with sensitive pots and pans. They go from a ripping hot stove to the sink over and over, every service. This is why pans with a friable coating are rare and chefs mostly stick to steel and cast-iron (the original nonstick).

“If you have Teflon pans in a commercial kitchen environment, it’s just not practical to say to every dishwasher, ‘Don’t use the scourer on that pan,’” Smithers says. “And given that you’ve got a lot of metal utensils, which are encouraged because they are more hygienic than using wood, you can’t just say to everybody, ‘Don’t use those utensils on that pan.’”

Teflon, a trademarked chemical, was discovered by accident in 1938 when an Ohio scientist working on refrigerant gases at DuPont discovered a white, waxy solid, later identified as polytetrafluoroethylene (PTFE).

According to Choice, Australia’s leading consumer advocacy group, the reasons to buy Teflon are the same as when the “happy pan” was launched in the US in 1961: effortless clean-ups and lower-fat meals without the need for oil or butter.

When assessing nonstick cookware for its independent reviews, Choice starts with the fried-egg test. How loose is the egg when fried with no fat on the pan’s first, second, third cook? It then test for evenness of heat distribution and, finally, durability, which involves a mechanical scrubbing arm fitted with a scourer and a 10kg weight used to scratch a spot on each pan 10,000 times.

“Every 500 repetitions we look at it and we’ll just see if there’s any wear,” says a home economist and head of the Choice kitchen lab, Fiona Mair. “Usually, if it’s got a weak nonstick coating, you’ll notice [wear] within the first 500 repetitions.”

But while coated pans can cost anything from $5 to $500, Mair says the best quality items, if treated with care, still have a maximum lifespan of six to 10 years.

I divulged to Mair over the phone that, while going hard in the kitchen during Melbourne’s second lockdown, I had massacred a pricy nonstick pot. “Did you use any metal utensils?” I told her I hadn’t. Mair, who’s tested more than 3,000 appliances, hypothesised that I’d been preheating it on too high a heat.

“High temperatures can ruin the Teflon coating,” she says. “And even though a lot of brands state you can use metal utensils, you can put them in the oven up to 260C – in my opinion I would avoid that because if you’re doing it constantly over time, you can’t tell me that it’s not going to damage that nonstick coating.”

At 280C, PTFE starts to release degradation particulates, which, if inhaled, can be lethal to birds. 280C seems high but on a gas stove an empty lightweight pan can reach that temperature in less than two minutes – so keep pet birds out of the kitchen. PTFE toxicosis or “polymer fume fever” can also occur in humans but it is rare and mainly associated with the manufacture of PTFE.

The safety of chemical coatings has been under the microscope since the early 2000s when a class-action lawsuit alleged that perfluorooctanoic acid – at the time a key ingredient in the production of PTFE – contaminated drinking water supplies in West Virginia and Ohio, leading to six diseases including testicular and kidney cancers in more than 3,000 residents. The US Environmental Protection Agency asked companies to voluntarily phase the acid out by the end of 2015, and in 2017 DuPont agreed to pay US$671m to settle the lawsuit. A film about the scandal, Dark Waters, came out in March 2020.

Choice says when the surface of a nonstick product starts to chip, it’s time to replace it. It also suggests that to use PTFE pans safely, you must avoid metal utensils, high heat and dramatic temperature changes. The list of don’t continues: don’t use oil spray, don’t leave a preheating pan unattended, don’t put it in the dishwasher, don’t use metal scourers or harsh detergents and always soak used pans before you scrub them.

Or you could switch to something less temperamental. Chefs’ cast-iron and steel pans and woks start at about $14.

“[My] copper pans will see my life and they’ll be around for generations,” Smithers says. “And the cast-iron pans, if you look after them, they don’t wear out.”

Just a month after his shocking revelation, Chang too rescinded his endorsement. He crowned cast-iron as his preference, saying that while nonstick has its place, “it’s pointless to buy a fancy one”.

 

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Mo Zi Identification with the Superior Excerpts

Mo Zi Identification with the Superior

WHEN YOUR BOSS IS WRONG (And Everyone Knows)

  • Published on October 3, 2017

 

Richard A. Moran

President Emeritus, Menlo College

It happens. It happens more than it should. The boss made a mistake and all hell is breaking loose. Maybe the mistake was based on a decision made too hastily. Maybe it was made on insufficient data. Maybe it was made on an impulse in the heat of a moment. No matter the logic behind it. The mistake was made and the ramifications are rippling through the organization in a bad way. But the boss is intransigent and will neither own up to the mistake or make any change. Now what? 

When the boss is wrong the best case scenario is when he or she recognizes the error of the decision and corrects it. An apology might be the right thing to do but for some leaders, that is not a part of the vocabulary. Just the act of making a correction could be enough to broadcast, “I made a mistake, let’s move on”, and the organization will move on.  But sometimes none of that happens and the mistake lives with you every day.

The list of wrongs that can hurt the organization is long. Could be a star performer that was terminated for no good reason. Could be sticking with a product that everyone knows is a dog. Could be promoting a jerk. Could be imposing a policy that everyone hates. Could be implementing a strategy that everyone knows is doomed to failure. Could be singling out a group for poor performance when it was due to external circumstances. Could be something the boss did that everyone knows is antithetical to what the organization stands for. Could be just stupidity or lack of awareness.

The story of the “Emperor with No Clothes” is not the same situation. At least the Emperor was oblivious to how he looked and seemed to be willing to change once the truth was told. The worst-case scenario that can occur is when the wrong minded boss knows that a mistake has been made, everyone in the organization knows it’s a mistake but no corrections are made.

The organization may not have any options but individuals do have alternatives to consider. Here are just a few:

  • REVOLT! Best not to revolt by yourself. If the mistake is killing the organization, even slowly, it’s best to gather smart people to explain the situation to the boss in the hopes the wrong decision will be righted. No guarantees that things will change but there is strength in numbers.

  • Present alternatives. Sometimes mistakes can be corrected most quickly if there are clear alternatives. If presented in a clear way as a better path forward, any good leader will take the alternate idea forward.

  • Demonstrate. Your personal displeasure can be shown in a myriad of ways. The downside to any overt signs of telling the boss that a bad decision was made, of course, is getting fired. Sometimes that outcome could be worth it and you will be on the record as showing your lack of support.

  • Resign. Best to have something else lined up before executing on this strategy. Don’t assume that anything will change as a result of your action.

  • Live with it. The only solace in hanging around is a belief in the karma that all bad people will eventually suffer. Research does exist that proves this to be true but how patient can you be? 

Too bad those leaders still exist that make mistakes and are unwilling to admit mistakes or correct them. In my experience, employees who are doing the real work almost always know when a decision is the right one. If leaders would listen, mistakes wouldn’t be made as often as seems to be the case in the world today. A little listening and course correction is sometimes all that it takes.

Richard is the author of the new book The Thing About Work: Showing Up and Other Important Matters [A Worker’s Manual]. You can follow his writing on TwitterFacebook, or at his website at richardmoran.com.

Richard is a noted San Francisco based business leader, workplace pundit, bestselling author and venture capitalist.

 

 

BUSINESS GUIDE LINES
“A bad job with a good boss is better than a good job with a bad boss”

Published from

Brigette Hyacinth 

 

My boss made a mistake on a project we were working on and instead of owning his mistake, he said it was my fault. I sat through that meeting feeling shocked and disappointed. Although this happened a couple of years ago. I remember the details quite well.
When we left the meeting he told me, "You are a good sport.” I knew I needed to start planning my exit strategy. I loved my job but I couldn’t trust my boss. He would throw you under the bus in a heartbeat to make himself look good. In spite of how good a job is, once you don’t have a manager that has your back, you will be miserable in that job.

" A bad manager can take a good staff and destroy it, causing the best employees to flee and the remainder to lose all motivation."

People don't leave bad jobs, They leave bad bosses. A boss creates fear and makes work drudgery. Most of the time an employee has an issue with a company, it is something relating to their boss.You spend half of your life at work, and your immediate supervisor determines the atmosphere. Life is too short to spend 40+ hours a week in constant stress and misery.

A recent study says that 56% of employees would turn down a 10% raise to stay with a great boss. The corporate world is full of managers and lacks leaders. Leaders build people up. Managers pull people down. Leaders are those comfortable and secure in who they are whilst managers are competing with their subordinates.

Studies show having a bad boss raises a worker's chance of having a heart attack by as much as 60 per cent.

Working for a bad boss was actually more of a risk factor for heart disease than smoking, lack of exercise, or being overweight, the researchers calculated. What was it about a bad manager that increased the risk of heart disease? The stress and anxiety caused by unfeasible targets, lack of support, unfair practices and threats of punishment. If your manager doesn't like you, you are on shaky ground. You will always have to keep making sure you dot your i's and cross your t's because they can easily set you up to fail or succeed. High levels of stress is directly linked stress with atherosclerosis, the disease of the arteries that in turn causes heart disease.
Never underestimate the impact of working in a toxic environment. It will permeate into every area of your life. Try to move to a different job in the same company, or another company with more competent management. On the other hand, if you do have a good boss, really appreciate them. Good bosses are capable of taking an organization and people to new heights.

Global climate

When considering last 10 years slowdown of retail in Europe there it is no comparison with US situation.

Sears, Bonton stores, BeBe stores, Destination Maternity, all of them lost globally in US 9.000 point of sales in 2017 . Forecast for 2018 planned to close 12.000. This out of Cushman & Wakefield US.

 

Such closure will provoke for sure a serious commercial crisis for Malls and Shopping centers as Walgreen, Gap, Gymboree will close somehow 3.600 places.

Contact Us

for any information please do contact us

email Address:

sgs@housewares.ch

Phone Number:

+41 (0)91 682 85 18

Intern. Mobile:

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Address:

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