Wednesday, November 27, 2013
- William Feather
2. Believe that there are no failures; we merely postpone our success. There are no failures in life, only delays. Failures are stepping stones, not stumbling blocks, to success. Unless there are failures, how can there be success?
3. Failure can be reversed into success.
4. Failure is a process. It is a series of events leading to the failure that fails.
5. It takes a lot of courage to fail.
6. Failing challenges us to greater heights.
7. It is a privilege to taste failure. Not everyone has the experience of a particular failure.
8. Failure is not final.
9. Accept the realities of failure. It strikes at everybody.
10. Do not brand ourselves as failures.
11. Regard failure as an isolated case. We have not failed; it is the work we have done that has failed. We must separate ourselves from failure. While we dislike our failure, we still love ourselves dearly.
12. Permit ourselves to fail.
13. Do not regard failing as a stigma.
14. Failure is not the opposite of success. It is the step prior to achieving success.
15. Any work we do has inevitably two results - failure or success. It is akin to tossing a coin in the air - the result is either a head or a tail when it lands on the ground. Sometimes, it happens that failure results. We did not choose failure.
16. Failure is a learning process. We learn failure in the school of hard knocks, just like we learn trigonometry in school. Regard failing as an education process.
17. Since failure is a learning process, enjoy failure! Failure can only be appreciated and enjoyed in the University of Life.
18. Failure is a resource from which we can draw invaluable experiences.
19. Failure creates other opportunities.
20. Focus on managing 20% of crucial failures. It contributes to 80% of the results.
21. Failure is not that important. It is the response we make to the failure that is important.
22. Read biographies of successful men and their failure. Study how it traumatized and spurs them on to greater heights. Model them.
23. Pamper yourself with a good book, holiday, meal, movie or simply laze around and smell the roses.
24. Plan and strategize what is the next course of our action.
25. Finally, remember success is managing failure.
Monday, November 25, 2013
Updated: Monday November 25, 2013 MYT 9:29:33 AM
Tuesday, November 19, 2013
Ed Tittel and Kim Lindros | Nov. 15, 2013
We rarely get a head's up that a disaster is ready to strike. Even with some lead time, though, multiple things can go wrong; every incident is unique and unfolds in unexpected ways.
This is where a business continuity plan comes into play. To give your organization the best shot at success during a disaster, you need to put a current, tested plan in the hands of all personnel responsible for carrying out any part of that plan. The lack of a plan doesn't just mean your organization will take longer than necessary to recover from an event or incident. You could go out of business for good.
How Business Continuity, Disaster Recovery Plans Differ
Business continuity (BC) refers to maintaining business functions or quickly resuming them in the event of a major disruption, whether caused by a fire, flood, epidemic illness or a malicious attack across the Internet. A BC plan outlines procedures and instructions an organization must follow in the face of such disasters; it covers business processes, assets, human resources, business partners and more.
Many people think a disaster recovery plan is the same as a business continuity plan, but a DR plan focuses mainly on restoring IT infrastructure and operations after a crisis. It's actually just one part of a complete business continuity plan, as a BC plan looks at the continuity of the entire organization. Do you have a way to get HR, manufacturing, and sales and support functionally up and running so the company can continue to make money right after a disaster?
For example, if the building that houses your customer service representatives is flattened by a tornado, do you know how those reps can handle customer calls? Will they work from home temporarily, or from an alternate location? Companies such as SunGard sell access to cubicles that include a desk, phone and computer in their recovery centers, along with server- and device-based DR services.
Note that a business impact analysis (BIA) is another part of a BC plan. A BIA identifies the impact of a sudden loss of business functions, usually quantified in a cost. Such analysis also helps you evaluate whether you should outsource non-core activities in your BCP, which can come with its own risks. The BIA essentially helps you look at your entire organization's processes and determine which are most important.
Why Business Continuity Planning Matters
Whether you operate a small business or a large corporation, you strive to remain competitive. It's vital to retain current customers while increasing your customer base - and there's no better test of your capability to do so than right after an adverse event.
Because restoring IT is critical for most companies, numerous disaster recovery solutions are available. You can rely on IT to implement those solutions. But what about the rest of your business functions? Your company's future depends on your people and processes. Being able to handle any incident effectively can have a positive effect on your company's reputation and market value, and it can increase customer confidence.
First, Create a Business Continuity Plan
If your organization doesn't have a BC plan in place, start by assessing your business processes, determining which areas are vulnerable, and the potential losses if those processes go down for a day, a few days or a week. This is essentially a (BIA).
Next, develop a plan. You can use any number of free templates available online or find an actual plan published by an organization similar to yours and modify it as needed.
There are six general steps involved in creating a business continuity plan:
One common business continuity planning tool is a checklist that includes supplies and equipment, the location of data backups and backup sites, where the plan is available and who should have it, and contact information for emergency responders, key personnel and backup site providers.
Remember that the disaster recovery plan is part of the business continuity plan, so check with your IT department to ensure it has or is actively developing a DR plan.
As you create your plan, consider interviewing key personnel in organizations who have gone through a disaster successfully. People generally like to share "war stories" and the steps and techniques (or clever ideas) that saved the day. Their insights could prove incredibly valuable in helping you to craft a solid business continuity plan.
Then, Test Your Business Continuity Plan
You have to rigorously test a plan to know if it's complete and will fulfill its intended purpose. Many organizations test a business continuity plan two to four times a year. The schedule depends on your type of organization, the amount of turnover of key personnel and the number of business processes and IT changes that have occurred since the last round of testing.
Common tests include table-top exercises, structured walk-throughs and simulations. Test teams are usually composed of the recovery coordinator and members from each functional unit.
A table-top exercise usually occurs in a conference room with the team poring over the plan, looking for gaps and ensuring that all business units are represented therein.
In a structured walk-through, each team member walks through his or components of the plan in detail to identify weaknesses. Often, the team works through the test with a specific disaster in mind. Some organizations incorporate drills and disaster role-playing into the structured walk-through. Any weaknesses should be corrected and an updated plan distributed to all pertinent staff.
It's also a good idea to conduct a full emergency evacuation drill at least once a year. This type of test lets you determine if you need to make special arrangements to evacuate staff members who have physical limitations.
Lastly, disaster simulation testing can be quite involved and should be performed annually. For this test, create an environment that simulates an actual disaster, with all the equipment, supplies, and personnel (including business partners and vendors) who would be needed. The purpose of a simulation is to determine if you can carry out critical business functions during the event.
During each phase of business continuity plan testing, include some new employees on the test team. "Fresh eyes" might detect gaps or lapses of information that experienced team members could overlook.
Finally, Review and Improve Your Business Continuity Plan
Much effort goes into creating and initially testing a BC plan. Once that job is complete, some organizations let the plan sit while other, more critical tasks get attention. When this happens, plans go stale and are of no use when needed.
Technology evolves, and people come and go, so the plan needs to be updated, too. Bring key personnel together at least annually to review the plan and discuss any areas that must be modified.
Prior to the review, solicit feedback from staff to incorporate into the plan. Ask all departments or business units to review the plan, including branch locations or other remote units. If you've had the misfortune of facing a disaster and had to put the plan into action, be sure to incorporate lessons learned. Many organizations conduct a review in tandem with a table-top exercise or structured walk-through.
How to Ensure Business Continuity Plan Support, Awareness
One way to ensure your plan is not successful is to adopt a casual attitude toward its importance. Every business continuity plan must be supported from the top down. That means senior management must be represented when creating and updating the plan; no one can delegate that responsibility to subordinates. In addition, the plan is likely to remain fresh and viable if senior management makes it a priority by dedicating time for adequate review and testing.
Management is also key to promoting user awareness. If employees don't know about the plan, how will they be able to react appropriately when every minute counts? Although plan distribution and training can be conducted by business unit managers or HR staff, have someone from the top kick off training and punctuate its significance. It'll have a greater impact on all employees, giving the plan more credibility and urgency.
Monday, November 11, 2013
A First Cut at History: A New Book on Amazon and Jeff Bezos
Friday, November 8, 2013
A self-professed computer nerd, Santiago is fluent in a dozen different programming languages and thousands of people have downloaded his apps for the Mac, iPhone and iPad.
Learn how Santiago's parents overcame a rigid school system that left their son intellectually stifled and depressed and instead followed an unconventional pathway to nurture his incredible gifts. Santiago's story is truly inspiring and his family's experience provides a powerful model for parents of exceptionally gifted children.
Friday, November 1, 2013
ABC's Secret Millionaire Ali Brown goes undercover to volunteer for the homeless youth program at Common Ground, the Westside HIV Community Center. After working with kids living on the streets of Venice, California -- and hearing about lives being saved and changed -- she reveals her secret.
10 minute clip. Original air date May 10, 2010.
You can help. Learn more at CommonGroundHIV.org or call 310.314.5480.