Santosh Desai, Advertising, and The Way We Are!

A couple of days back I read that Santosh Desai was leaving hardcore advertising. Not surprising I thought, for a man of his thinking and abilities, he probably felt stifled at McCann. And he probably would have felt the same in any other agency.

Then this morning I read an interview with him in AgencyFaqs, where he vented his frustrations on what he called the "narrow and one-track mindedness" of the industry he's spent 20 years in (a large part of it, where he was the boss!)

Not surprisingly, the interview was flooded with comments in the last 10 hours (16 comments until the writing of this post). While most commentors praised his insights and commended his decision, not surprisingly some of them accused/asked Santosh what he did to change things?

While it's a valid question (and something we all should ask ourselves, when we complain)... but I was apalled by the gall of anyone to suggest that Santosh did nothing to change the business!

Not to discredit the others at McCann India, but the stature which the agency has today, hasn't just fallen out of the skies with some divine intervention... nor can you say any one person alone (as some would say perhaps Prasoon Joshi) changed the face of the agency.

Before the arrival of these two gentlemen, McCann's creativity and strategy was at best mediocre (For example, remember the atrocious work done for Coke in the early days before the Santosh-Prasoon team up?)

Then there's Account Planning. I cannot thing of too many people who brought so much respect to the function as Santosh did. He even made Creative Directors in other agencies look at their planners in new light. And even got a lot of them to consider making planners their 'equal partners' in creativity!

I think we need to give Santosh a lot more credit than he's being given.

At the same time, what gives anyone the idea, that he's done here? And that he won't make a difference to the business as "a client" - from the 'outside' that is.

Most of us won't admit it, but most agencies are completely driven by their clients' thinking. Their resistance to learn and try new things comes not from their own lack of interest, but rather what they think the client believes and would resist! As wierd and uncomfortable as it may sound, this is the reality. The more experimentative our clients, the more experimentative are their agencies.

And finally, if we simply absorb Santosh's comments with the right spirit, we may actually be able to do something positive about it. With or without our clients' help!

Note: I would like to acknowledge that we're not as bad as it may sound. There are still a whole bunch of people around here, with the balls to fight and make a difference - the folks at Ogilvy, for example... and A Advertising, The Shop, to name just a few. And a whole lot of unheard of others who are doing new and interesting things, inside and outside of their agencies.

Advertising, PR, and the art of saying "No"

The phrases "No, can't do!" or "thanks, but no thanks!" don't quite figure in the vocabulary of advertising, marketing and public relations people, do they? And I mean when it is in the context of standing up for what we believe in, or refusing business because it goes against our values, professional instincts, and the interests of our people.

Well that's the power of money, and the sad-but-true belief that "if i don't do it their way, someone else will".

I am perhaps the most flexible of professionals when it comes to listening to the other point of view (more now, as an independent). But I am also a strong believer in saying "no, can't do" (and have done so, again more as an independent).

The point is however, saying "no" for the right reasons:

• If you're culturally mismatched or professional work styles differ, it is the obvious thing to say no.


• If the client has a history of "bad relationships" say no, there's no way you're going to change that.


• If there is no mutual professional trust and respect, say no. Note, personal trust and respect has nothing to do with the professional side - he/she may make you feel good at an individual level, but professionally you and your teams will suffer.


• If anyone treats your people badly (being rude, unfair, aggressive, etc) stand up for your people. And don't work with companies who think people are transitory and meant to be used (typical lousy statement: hey, if they can't handle it, they shouldn't be in the service industry!)


• If you cannot take on something, due to lack of resources/time/whatever, say no and state the reason honestly (leave a window open). Don't say yes, because then everyone will suffer.

I am sure everyone has good reasons to say "no", and "thanks, but no thanks!"

But it's not just about saying "no", you have to be sensitive about it, and do it right:

• Lay out the groundrules in the very beginning of a relationship. Outline your expectations and belief systems from the beginning. Understand the other side as well.


• If you see a crisis coming, or know you're going to say no, give the client a 'heads up' as soon as possible, so they can make alternate arrangements. It would be worse, if you leave them in the lurch.


• Say it to the point person in the client's side, not down the line and expect them to carry the word upwards. Say it one-on-one, with dignity.


• Don't go public with messy stories or gory details. State differences of values if you have to in press and the public at large. Take your people into confidence, make them feel proud of what you've done, but discourage them from tom-tomming the act in public.


• Don't do it at the drop of a hat, do it after great consideration and talking to your people to know how much is too much. Let your people decide how much they will take, before they risk being broke!

And to the above, I personally work with the target that my biggest client should never exceed 30% of all my business. If it does, I am in deep shit! The point is then to build other businesses, to ensure I'm never being used, or live in the fear of having all my eggs in one basket!

And that, is the greatest support you will have, if you ever want to say "no" ...yes??

What Women Want (And Men Don't)

In the 2000 classic "What Women Want" starring Mel Gibson and Helen Hunt - Mel, a hotshot (but arrogant MCP) creative director comes out with brilliant advertising campaigns targeted at women because he develops the ability to read women's thoughts, and hence know "what women want!"

But when you're not Mel - and you often cannot read women's words (leave alone thoughts) how to you communicate and connect with them as a marketer and communication professional?

Well Dr Luan Brizendine offers some insights in her recently published book "The Female Mind". She conclusively (and scientifically) states that women talk more than men - an average of 20,000 words a day, against just 7,000 words spoken by men.

She also says the inherent genetic difference between men and women's brains makes women more talkative. And women love to hear their own voices - they get a buzz out of it, and devote more brain-power to chit-chat.

Don't get me wrong, I love to hear women chit-chat. It's fascinating. And as a communicator, and lover of long-copy I find women beautiful audiences to communicate with.

Men on the other hand are less patient and more action driven. Quit the talk and show me the money (or honey in many cases!)

So as a communicator in the new world and new media, what would I do?

• Create more interactive plans when talking to women. Use great layouts with happy and soft imagery that's inviting and involving. Use chats, q & a, discussion forums, and explain all the tech stuff easily, patiently and respectfully.


• Provide racier, more visually stimulating and action oriented programmes for men. Galleries, games, perspectives, and just lay out lots of techy stuff for men and wait for them to figure out and feel good about it.


• Use more audio and text based communication tools for women online - podcasts, long explanatory and involving text.


• For men, use videos, flashy imagery and interactive tools.


• Expect that women will get involved for longer durations and will be more loyal to your programs (will stick to you through think and some thin).


• Be prepared that men will be in and out, and remain flirtatious in nature, and need greater "what's in it for me" (men are like that only)


• Of course, treat both with equal respect and don't treat either like an idiot.

And if you want to learn how to hold the attention of your male and female audiences in any medium, and keep them loyal for life, follow the paths of the two great masters - Jay Leno and Oprah Winfrey.

Yes, Jay with his slam-bam-shooting-from-the-hip one liner style is brilliant with men!!!

Oprah with her soft-earnest-we-are-with-you style brings out the women loyalists like no other :)
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Wal-Mart, Julie Roehm, Draft-FCB - the highs and lows straightened out

I (like a whole lot of us) have been following the abovementioned story from the time Draft-FCB got the Wal-Mart business... when George Parker exposed the internal memo at Ogilvy... then when Draft-FCB 'released the lions'... right up to the discovery a couple of days back that Wal-Mart fired Julie Roehm and has put the business up for a pitch again!

Well, between comments and opinions from George Parker and (in George's words) a whole lot of other 'wankers' the story rivals any Sidney Sheldon plot, or for those familiar with India it resembles bollywood masala, minus the singing and dancing around the trees (though in this plot we do have certain cats doing it in the bushes!).

But if you're finding it tough (as I did) to figure out the real meat of the story minus the masala - then Bob Garfield is the one to bare it all for you - including the whos, whens, and insights on the whys.

As a communication professional, this plot offers plenty of learning (besides what Bob explains):

• Business partnerships aren't any good, if you're mismatched culturally.
• Don't hire people just because they did (or are supposed to have done) a great work elsewhere. Question if they can deliver similar results, and not just deliver similar campaigns for you.
• And finally, as we all know - winning an account is usually easiest part of our business - keeping it and keeping it happy is the toughest part!

Read the Bob Garfield perspective here. And the George Parker perspective here.

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UPDATE: Content Theft!

Okay, the issue of illegal mirroring has been sorted out. Here's how:

• On discovering the illegal mirroring of my wordpress blog at byindia, I wrote an email to both byindia and web2corp, a US based company that recently bought byindia.


• Within a couple of hours, I received an email from no less than the CEO of web2corp, expressing his concern and desire to fix the problem.


• I pointed out the mirrors to my site, as well as the mirrors of bothack, my treasure and ekawaaz - bloggers like me who faced the same problem.


• Within an hour of my second email, the offending mirrors disappeared and I got another email from web2corp saying they'd identified the problem, and I quote - "a script, a webbot spyder, that in fact was attempting to scan content of bloggers and create accounts in ByIndia. That is also the reason it was so canned looking (ie. carlin, cala, cais, etc.) and why they were new blogs in ByIndia. The only possible reason here is sabotage assuming that bloggers such as yourself would be angered by the activity and bash ByIndia verbally. We have immediately patched the platform to reject such auto-posting. ByIndia's blogs are not new, as they were established in early 2005 and have always been the most popular aspect of the product before our involvement just a few months ago." He goes on to add that he will hope me and other Indian bloggers will visit ByIndia as they're proud of the products and hope it wil become a destination they will be proud of in years to come.

Okay, so we give them the benefit of the doubt - that they did not realise this script was running amok in their system. let's say we'll believe the sabotage theory that some external force (competitors) managed to slip this into their system to anger us bloggers. And let's just appreciate the fact that they responded so quickly and efficiently to fix the problem - and leave it at that.

Though I would double-check every new and existing blog on ByIndia (which incidently I hadn't even heard of until yesterday!) to see if it isn't a Mili Vanili!

So back to my role as Noshtradamus (the real one), let me sum up the learnings here:

• It's very easy in this day and age for content to get ripped off, so you got to keep your eyes and ears open - also enlist the help of online support/protection groups such as Creative Commons


• Do a web/blog search on your own subjects every now and then to scan for plagiarism and as I discovered - blatant rip offs!


• If you have a problem, spread the news, and you'll more often than not discover you aren't the only victim - get together and act!


• Always contact the offending party immediately and give them the first chance to explain. If they're multinational, or companies based in the US or Western Europe, they will most likely be quick to respond and sensitive to your angst - hence they will do something to help you out (unless they're shady bastards who had done it deliberately).


• And finally, if you're investing in some company operating half way across the world - do your homework well. Because if you don't do due dilligence, you could just end up acquiring a lot of crap! That's common sense, isn't it?!

Now I can get back to my regular posts, and try to recover the time lost in clearing this mess!

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Random Useful Thoughts # 001

In any discussion, debate, brainstorm, argument, or wherever you're faced with thinking contradictory to yours, pause for a moment and say to yourself: "Perhaps the other person is right"

Then think seriously about it. Who knows what new mindspace you discover.

Note: More random thoughts and beliefs that have worked for me, will appear on this blog - randomly :)
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Innovation vs Creativity. Organizations vs People

I just read a fascinating interview by The Strategist Team of Business Standard, with Luc de Brabandere who is an author of many books, and Paris based Vice-President of Boston Consulting Group.

In his interview, Luc talks about the differences between Innovation and Creativity (eye opening stuff here). He opines why organisations cannot be creative, but should aspire to be innovative. Creativity is a very individualist thing, which innovative organisations should encourage.

Luc also holds forth on a belief I have long held, even when I worked as an advertising creative director - "Creativity mushrooms from day-to-day realities and from seeing things from a drastically new viewpoint, angle of thought process"

Creativity as I've always believed, has to be worked at, and you cannot sit around hoping it will hit you on the head as it flies past.

You can read the entire interview on AgencyFaqs here. You can also read more about this subject in an article by Luc in Management Consulting News here.
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New Media and what not!

When I tell people that I help companies understand new media, and how to use it to their benefit, most people look at me and say - "by new media you mean the internet, right..? what else is there??!".

In the beginning, I used to get stumped by the ignorance behind this assumption. I used to be apalled by the fact that even seasoned communication professionals in advertising and public relations think:

a) there's nothing more to new age communication than the internet, and

b) that there's nothing more to the internet than websites, banner ads and email!

Well, yes there is more, and I will attempt to briefly summarise what I know and share as part of my day job.

In my mind "New Media" is anything that can be used as a tool for communication with new age consumers and audiences. It just so happens that the internet occupies a huge part of their lives, followed by the omnipresent and omnipotent mobile phone... that's new media too!

In fact as much as we use tools born out of new technologies, I would classify innovations in conventional media as new media too. As long as they acquire the dynamism that can match the unpredictable free-flowing behavioral and consumption patterns of our audiences today.

So portable billboards that follow their audiences, rejuvinated conventional radio channels, cell broadcasts, multimedia streaming by bluetooth to handheld devices... they all are new media.

And when it comes to the internet, the usual suspects like websites, chat rooms and blogs aside, you should look at social networking groups, messenger services, wikis, and community generated hang outs - like youtube. The list is endless and evolving even as you read this post.

The amazing thing about new media, is also that it's a great internal communication tool. For example, did you know:

1. That you can make real time, online Powerpoint presentations with sound and you speaking to anyone, anywhere in the world, using MSN Messenger... which is actually yours to download for free!

2. That you can make audio visuals that look and sound as good as a slickly produced film, using MS Powerpoint?

3. That you needn't invest in any expensive Intranets and/or ERP systems, if you simply change mindsets and create of culture checking and responding to email promptly?

I'm just skimming the surface here... really! You won't believe it, but most of us use our PCs (or a Mac) like we use our minds - at just about 3% of their actual potential or capacity! And to maximise the potential of your PC, you don't need any fancy computer science degrees. You just need the desire to learn, supported by a whole lot of curiosity.

Think about it. Explore that PC on your desktop or lap. But if that's too much to ask, you know who to call!

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The New Highways of Progress

It's a proven fact that the progress of a nation, usually follows the progress of its roads and highways. Take Europe and the United States of America for example... they developed and gained from superhighways long before most parts of the world. And on the other side of the globe today, the Golden Quadrilateral Highway Project of the Indian government is changing the economic landscape and influencing the distribution of industries in India.

As we all know, highways and roads facilitate free-flowing movement and spread of people, goods, even mindsets - hence decantralises national/state economies from the conventional ports and capitals to inner counties and rural areas. And on this rides the spread/growth of knowledge, entertainment, lifestyles, and this raises the overall standard of awareness and living.

Good Highways and Roads are not only good for companies, but also their customers.

Likewise you'll find the information superhighway, a.k.a the Internet, with its bits and bytes is taking on the role once monopolised by concrete and cement.

Here's a quick overview as I see it:

1. Highways open up roads to previously unheard of places. The internet allows you access to companies and consumers you'd probably not meet even with 6 degrees of separation.
2. The spread of higways allows companies to design and develop new manufacturing, distribution, and sales maps. Likewise the spread of the internet allows you to source new material, knowledge, partners and consumers, anywhere in the world!
3. Highways have both drivers and passengers. Likewise, the internet has those driving, and those who just go with the flow.

I think you now get the idea (that is if you didn't already know this).

So what are the golden rules, to keep in mind when using the new information superhighway? Or how can companies/brands maximise the potential of the internet?

1. Know the layout and plans: Understand the internet: its users, its technologies, its growth, its spread.
2. Define your destination: Where do you want to go? Define your goals, define what you want to achieve: research your consumers? open a new line of sale? just promote sales? know the competition? find/solicit partners? Manage reputation? What?
3. Know the risks of highway travel: Is your car/company ready for it? Are you fit for the drive/do you have a good driver? Have you done your homework on the terrain - is it a desert, forest, mountains, what?
4. Identify the other travellers: What is their agenda? Where are they going? What is their mood? Is the highway friendly or hostile towards you?
5. Identify the pit stops and the highway patrols: In case of trouble, do you have a plan A and plan B? Do you know what evasive/engaging actions you can take?

Net-net (pun intended) the new information superhighways are just like the highways of old. They're all over the place, and going through all kinds of terrain. They're full of all kinds of people, with all kinds of agendas. Some are your friends, some enemies, but the most are unknown players.

To sum up this little intellectual journey:
1. If you want your company to grow, you cannot afford to sit at home.
2. If you're stepping out onto the information superhighway (the internet), it's better to be a driver in control, than a passenger who is swept along wherever the others are going.
3. If you are going to drive within the internet, you better learn to drive as well as, if not better than the other guy.

Indian BPOs: Private or Porous?

One of the largest new business opportunities in India is Business Process Outsourcing (BPO). And one of the largest ethical and legal issues we have in India today, also has to do with BPOs - which is Privacy and Identity Theft.

A lot has been written about the issue, with many companies and even the government talking of measures to curb this menace which is irritating at its harmless best, and is dangerous at its criminal worst.

While there are international laws, and all the right noises being made about action being taken in India, I would like to comment upon it from a social and cultural perspective, and address the "harmless irritating side" of BPOs and telemarketing.

At the basic physical level, India is a very crowded and overpopulated country. There are people constantly around you, nudging you, rubbing shoulders with you, and poking their noses into what you're doing. It's an accepted fact of life.

At the next and higher level, is Indian culture of being friendly (even to strangers) and being hospitable (a guest is equal to God). The belief and oft used phrase "Hum unhe jaante hain" ("we know them/him/her") is a great bridge between family, friends, and even strangers.

Which is why it will not be amiss if you drop in at your neighbour's house unannounced, or have relatives move into your house without advance notice, or for that matter if you offer water and food to even strangers that knock on your door in India.

The result is a society that believes in no personal boundaries, no personal space, and basically no right to privacy.

Now this mindset is very well when it comes to a society and a way of life (even though you may hate it) among friends and family, but is a disaster when it comes to doing business and operating in a professional world.

But most people (companies as well as telemarketers) don't know where the boundaries lie. And that is first and foremost an issue of culture and organisational ethics, rather than the law.

For example, for the past four years I've been getting calls on my cellphone from people asking from my wife. On probing, I always discover they're all telemarketing calls from a bank, auto insurance, or car dealers.

The first time it happened, I remembered that when my wife bought her Mitsubishi car, for some forgotten reason, she had given my cellphone number as hers. On further probing the callers, I discovered the first caller on behalf of the auto-loan company, had previously worked for the Mitsubishi dealer where my wife bought the car! Subsequenly the lady moved on to (and shared the list with) other companies who added my number to their database!

The point to note is, the lady wasn't apologetic, but tried to make small talk and act familiar, just because she'd spoken with us once in the past!

It's not amusing anymore!

Moving on from irritating, is the next danger of familiarity - which leads to loss of business for many companies.

The other day in Gurgaon, I was in the same elevator as two well dressed young execs. They were going to meet the CEO of a company in that building and this is how the conversation went:

Exec 1: So you know this guy!?

Exec 2: Yes, he was my Platinum Card client at A***

Exec 1: Wow, that's cool! So he will take the card?

Exec 2: Yeah sure, I call up all my A*** clients and tell them I'm now with A** **** and get them to meet me for five minutes... "Woh hame jaante hain" (they know me). And I force them to take the new card!

Exec 1: Wow!!

It troubled me to no end, that here was this guy, boasting aloud in a crowded lift about something that wasn't just unethical, but illegal as well!

If either of the banks have figured out the *** names and want to know more, write to me, I'll give you the guy's name and place of visit as well!

The first bank obviously spent a lot of money to acquire that client (or maybe not), and here was this jerk washing it down the drain! It also troubled me because I am a large customer of the second bank, and I feared that my personal information could be sold further as well!

It's obvious that neither the first bank (or auto company) or the second had made any effort to establish the concept of data theft. And that what these people were doing is illegal. Perhaps they'd even let slip in their interviews that they had the database, which is why they were hired in the first place!!

I believe these two incidents reflect the core issue behind our porous BPOs. Of how core human values if not put the right context, can mess with organisational and business values.

Moral of the Story: If India and Indian BPOs want to be taken seriously by countries, companies, and customers, they have to first put a culture, work ethics, and belief systems in place.

Organisational and Social pressure, will prove a better preventive deterrent than the law.

The law should at best used as punishment for error!
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hero versus baap!

This is my second post in recent times on the automobile industry in India. While I talked about the superbike dilemma the last time, this time I want to share my thoughts on the actual - current battle of the bikes going on between the supposed hero number one, and whom I think is the real baap (hindi term, for big daddy) of two wheelers in India.

Let's leave names aside for the moment, because the point I want to make is not really about the two companies, but about how companies can go completely wrong if they don't think right, or get the right marketing advice. I want to talk about how belief systems, and individual styles can make or break a company. (And how on earth can anyone with millions of rupees to spend on marketing and advertising, not have this basic commonsense in place!?).

Enjoy the ride, this is how it is, with two companies in the same business:

• Both started out as family owned two wheeler manufacturers, long before liberalization appeared in the Indian lexicon.
• Both were owned and run by patriarchs, who were bloody good at making their products, and going about their business.
• Both were very successful, and respected by the industry.
  
  Cut to: the last 5-7 years.

• One patriarch has handed over the reigns to his younger sons. One still keeps the reigns to himself.
• One hires professional marketing and advertising agencies which are "very different" in thinking from them. One hires a bunch of agencies that are "like minded".
• One gives its agencies a free hand and trusts their judgement. One makes every campaign a pitch between all its agencies.
• One company's agencies come out with fresh and new ideas. One company's agencies are always second guessing what the company wants, in order to get the business.
• One company has a variety of strong brands in its portfolio. One company is struggling to find variations of the one product promise it invented 20 years ago.
• One company is clearly a winner in consumer minds. One company is ahead in sales, but just about.

Who do you think will win in the long run and become the brand of the future?

Note 1: Thinking shown above, is standard equipment in a professional setup. The results of actual marketing efforts however, always depends on individual riding styles.

Note 2: I have no vested interests in either of the two companies. I have however competed against both in the distant past.

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real happiness = delivery, not just promises

One of the facts of business and marketing is that you promise on what you deliver, at the time you say you'd deliver.

Unfortunately, that doesn't seem to be the case of perhaps one of the most talked about, most previewed and most awaited products in the last couple of years - the Airbus A380.

We have seen episodes of it on Discovery Channel and every other news/features channel, seen interviews with various airline heads talking about their huge orders for it, and heard so much about it from Airbus itself... since a really long time now...

But constant delays have plagued the much awaited (and certainly exciting) new aircraft - so much so, that after many big customers threatening to cancel their orders (like Emirates), FedEx has actually gone ahead and cancelled a huge order with Airbus, and moved to Boeing.

Moral of the story: It doesn't matter how big you are, or how great your product is... you keep your customers on hold, the competition will end up talking to them!

Read the story and get the details here.

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Talent & The Boss's Perspective

I received a couple of email (why email?? stop being shy, and post your comments, folks!! make this blog a little more interactive upfront) with regards to my previous post on Talent. In that post, I pointed out that problems within a company, can invariably be traced back to leadership, and bad bosses.

Most of those who wrote in, agreed with me and shared their own "boss experiences" (too explicit to print here). However I got the feeling, they assumed I was just out to trash "bosses" - which is far from what I had in mind, having been a "boss" myself for the last 10 years!

The fact is, I always took ownership of problems and tried to address them the best way I could - with inputs from my own bosses (thank you Abhinav, Nirvik, Arvind, Nitish, Sanjeev) and the people that worked under me (thanks Sam, Arun, Shikha, Suruchi, Partho...).

The truth is, I promise you, I always knew any problem within the team, was usually do to some action or inaction of mine, giving rise to my belief in the "Boss" theory.

At the same time, the influence of my own boss was strong in my own dealings with people (my no. 2 problem theory, coming soon)! I sometimes did or said things I wouldn't have done (good and bad) which weren't me!

So when they were angels, the sun shone out of my you know what, but where they ****ed with my mind for their own agenda - I ended up being a pain in the you know where!

Net Net, here are some do's and don'ts I learned along the way, which should be of great help to any Boss to read, and a great tool to judge the one above you!

Good Bosses Should:

• Define Roles of everyone and respect their boundaries (if you want smooth functioning at all times)
• Speak Politely to everyone, irrespective of rank (being rude or gruff doesn't make you powerful, it makes you pathetic!)
• Always profile your teams and their experience with external customers (It assures customers of stature and solidity, rather than solo seconds from you)
• Encourage people below to learn your own job and what you do (how else will bosses move up to higher things?!)
  

Good Bosses Should Not:

• Don't ever use "I" in presentations, unless you're specifically asked for your personal opinion (experience tells us, most people who say "I did this" usually did not!)
• Don't snap fingers or use hand gestures to call or dismiss anyone (hand signals are for the physically challenged and traffic police)
• Don't encourage so called "harmless gossip" or any form of "backbiting" (if you show it's okay to bitch about others, you're licensing them to bitch about you!)
• Don't sleep with juniors, and certainly not with married ones (it ain't you buddy, it's the position - but then for many it is the only way, right??)
  

That's my two bit worth of learning about being a good boss and managing talent with the right spirit and true professionalism.

Feel free to add to the list, by posting comments below (not by sending me email!)
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