Most of us do not take our temperature on a regular basis and in fact, some people never take their temperature. Why would we? We just assume that if we are feeling fine that our temperature must be within the normal range. Although we may not feel the need to monitor our temperature, it is one of the first measurements taken during a visit to the doctor. Why? Because an abnormal reading is a quick indicator that something is wrong. This is true for humans and for their pets. Recently, for example, I noticed some changes in my cat. First, she lost some weight. This seemed like a good thing to me since, like many indoor cats, she was overweight anyway. Then I began to notice she was meowing more loudly and frequently. Well, she has always seemed fond of the sound of her own voice so… But then she lost more weight and our family decided a trip to the veterinarian was a good idea.

What do you think was the first thing the doctor’s office did to my cat? That’s right, they took her temperature. Immediately they knew something was wrong as it was quite a bit higher than normal for a cat. The doctor soon discovered that my cat had an infection.

At this point you may be wondering “what does this have to do with my company?” A lot. Just like I want my pet to be healthy, we all want our companies to be healthy. But in determining whether our companies are healthy we don’t always gather enough information or focus on the right information. I initially made this mistake with my cat. I thought, “She doesn’t act sick.” She was still grooming herself and demanding a lot of attention. But I was focusing on the wrong information. I did not take notice of the fact that she was shedding a lot more than usual, for example. In like fashion, we may focus on our companies profits for the last three or four quarters but not look at other indicators of business health. Peter F. Drucker, in his book Management Challenges for the 21st Century, stated that success “comes to those who know themselves - their strengths, their values, and how they best perform.” This is true for both individuals and companies.

You might be thinking “I don’t need to read this; my company’s performance is not mediocre.” If so, let me ask you a question, “Will you be satisfied with your company’s performance if it continues to stay exactly where it is for the next ten years?” If you answered “yes” to that question, stop reading this paper. However, if you would like to see your company continue to grow and increase in profitability, keep reading.

In order to “bridge the gap” between where your company is now and where you would like it to be you must first have a goal. Why? How will you know the path to take if you don’t know where you are going? This goal should be as specific as possible. The reason it is important to be specific when setting goals is that research shows it increases our chances of reaching them.

NBRI Analysis Shows Cost Differences of $90 to $380 Per Month for

Leading Weight Loss Programs

Dallas, TX, July 22, 2008 — As consumers tighten their belts on spending, a new study indicates major differences in the costs of the nation’s leading weight loss programs. An independent cost analysis conducted by National Business Research Institute, Inc. (“NBRI”) studied the overall cost to consumers of seven (7) leading programs: Alli, Jenny Craig, LA Weight Loss Centers, NutriSystem, Slim-Fast, Weight Watchers (Center and Online) and The Zone.

Paper, online, telephone, or in-person interviews?

Now is the time to consider your deployment options. Each method has its advantages and disadvantages. Often, deciding upon the method of deployment is easy since you may be constrained by such obstacles as the number of email addresses you have available to you, the languages required, cost, your company’s infrastructure, etc. For instance, translating a survey into multiple languages and distributing it to your customers via email is probably more cost effective than hiring people to telephone each customer in their own language to administer the survey.

Company A was the best of companies; Company B was the worst of companies. Both Company A and Company B recently conducted employee engagement surveys. These surveys enabled executives at each business to put their fingers on the pulse of their companies. Employee surveys are critical to business success. Research has shown repeatedly that the attitudes and behaviors of employees influence the attitudes and behaviors of customers. Executives from each company received two very different reports at the completion of the surveys.