“THE BEST GUARANTEE OF STABILITY IS ADMINISTRATIVE SKILL”

strategy-business-arte-marenStandard administration is a collection of truths. An excellent working definition for truth is “that which works. And that which works most broadly to that which it is applied.”7

If what you are using is not working, it is relatively untrue. Policies and procedures are the basic truths or guiding principles. Company and personal stability depends upon having such written “laws” available and known to all concerned.

The continuance of an organization and its leaders can be said to be entirely dependent upon the skill, training and integrity of those who handle the administrative lines, details and contacts of the group.

“THE BEST GUARANTEE OF STABILITY IS ADMINISTRATIVE SKILL.”8

As has often been said, why reinvent the wheel? I would rather get into all the creative aspects of living and not spend my time trying to solve things that have already been solved years ago. Do I need to experiment with my “problem” for another three to four months while my income is going down? It would be far better simply to find the natural law that applies to that situation and remedy it.

arte-maren-business-consultant-author-speaker

-Arte Maren

International Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com – www.adminscale.net

 

7 “Truth” (definition), Hubbard, Modern Management Technology Defined
8 Hubbard, “Stability,” Policy Letter of 20 September 1969, Organization Executive Course
Quoted excerpts above by L. Ron Hubbard. Grateful acknowledgment is made to L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard. Excerpt from The Natural Laws of Management: The Admin Scale. Copyright © 2014 Arte Maren, Inc. All Rights Reserved

Do you have your admin scale? www.adminscale.net

It Takes Courage to Be Successful – by Arte Maren

doubt_diceDoubting just makes it easier to fail. It’s more comfortable and gives you something to lean on. The fact is, you can make it go right if you have enough courage!

All too often we wait for the external environment to change before we change: “after the fall (or winter, or summer, or the holidays)”—“when the kids are in (or out of) school”—“next weekend.” Waiting is simply another form of failure—of lack of courage. Waiting is the effect of things.

Suppose you didn’t have failure as an option? Supposing you just removed failure from your whole conceptual “kit bag.” It doesn’t exist. That only leaves making it go right all the time. It takes courage to be successful.

And, if you agree and decide that failure is not possible, and then fail, do you now feel bad and invalidate yourself? Do you decide that it is a concept only for others? No! Acknowledge it. Know that you had something incorrect. Fix it, and then make it go right. If it didn’t go right, you don’t then conclude that there must be something wrong with your ability to postulate. That would be invalidation.

It’s simple. Maybe that is why it is so hard to grasp.problem-solving-arte-maren-natural-laws-of-managment-admin-scale

It is a question of being in harmony with the laws of the physical universe. Naming a product is a tool of management. You are senior to any tool. You are the person who’s going to make this thing work one way or the other. And that takes being unreasonable, which is a very professional viewpoint.

The next time you hear somebody making excuses, know that they have a social disease called failure. They caught it from someone else. Listen to others being reasonable. No more options. Catch yourself when you start coming up with your own little options. You get into the car and you’re late and you say to yourself, “I’m always late.” Well, you will certainly keep being late if that’s what you think!

-Arte Maren
International Speaker, Writer and Business Consultant
Above excerpt from the book:  The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

Copyright © 2014 Arte Maren, Inc. All Rights Reserved

 

Do you have your admin scale? www.adminscale.net

Business Planning: Always Consider Resources First – Business Tip from Arte Maren

PLANNING always considers resources first.

business-planning-maxims-arte-maren-the-natural-laws-of-management-admin-scaleEvery now and then I’m challenged about how planning things so “specifically” seems to take the “fun” out of life. But simply because one plans, does not mean there will be no further surprises. To think so would be folly and an underestimation of the unpredictable adventures on planet Earth. If I am going to Hawaii, I don’t want my luggage sent to Japan. What I can control, I wish to control. Life still offers up lots of surprises to keep it interesting.

PROGRAMMING

There are some basic principles or maxims(1) concerning PROGRAMMING.

“These are some of the principles about programs… If you don’t know these facts of life, here they are:

“MAXIM ONE: Any idea no matter if badly executed is better than no idea at all.

“MAXIM TWO: A program to be effective must be executed.

“MAXIM THREE: A program put into action requires guidance.

“MAXIM FOUR: A program running without guidance will fail and is better left undone. If you haven’t got the time to guide it, don’t do it; put more steam behind existing programs because it will flop.

“MAXIM FIVE: Any program requires some finance. Get the finance into sight before you start  to fire, or have a solid guarantee that the program will produce finance before you execute it.

“MAXIM SIX: A program requires attention from somebody. An untended program that is everybody’s child will become a juvenile delinquent.

“MAXIM SEVEN: The best program is the one that will reach the greatest number and will do the greatest good on the greatest number. . . .

“MAXIM EIGHT: Programs must support themselves financially.

“MAXIM NINE: Programs must ACCUMULATE interest and bring  in other  assistance by the virtue  of the program interest alone or they will never grow.

“MAXIM TEN: A program is a bad program if it detracts  from programs which are already  proving successful or distracts staff people or associates from work they are already  doing that is adding up to successful execution of other programs.”2

It is important to review your plans against these points.

A BALANCE

While you want to provide for a challenge in your planning, the steps shouldn’t be overwhelming. They shouldn’t be underwhelming either. A program with forty-three steps may just be too tedious, whereas one with three steps is too brief. And remember that gradients are the key.

“You can even raise an organization by gradients so as not to overwhelm it. Set and make small targets. Then bigger and bigger ones.

“Well, you get the idea.

“It’s the organization’s road to causativeness.”3

Review your company activity (or aspects of your life) and look at your existing scene/ideal scene section to determine the overall objective that you are trying to achieve in your position with your company or in life. That is the PLAN MAJOR TARGET.

Give it a PLAN NAME and then list out the broad PLAN steps that will be necessary to achieve it. The completed date is marked as a blank on the right side. List who is assigned the target for execution.

-Arte Maren
International Speaker, Writer and Business Consultant
Above excerpt from the book:  The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

1 Maxim: “statement of a general truth.” The World Book Dictionary.
2, 3  L. Ron Hubbard, “Programming,” Policy Letter of 23 October 1969, Organization Executive Course.

Quoted excerpts above by L. Ron Hubbard. Grateful acknowledgment is made to L..Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard. Copyright © 2014 Arte Maren, Inc. All Rights Reserved

 

Do you have your admin scale? www.adminscale.net

The 3 Miracles of Business – In 1 Minute! by Arte Maren

Following are the three Miracles of Business…all in one minute!

I invite your thoughts and comments!

-Arte Maren
International Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

Do you have your admin scale? www.adminscale.net

CERTAINTY Re: Building a Company or Practice

The key is to truly know your material and then consistently apply this knowledge. The result is it builds certainty in what you are doing or trying to achieve.

-Arte Maren
Business Consultant, Lecturer
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

Do you have your admin scale? www.adminscale.net

 

Stress or “Stretch” Your Employees? Tip for Executives

As an executive, if you attempt to force activity or productivity from your employees you are likely to create stress.

A different approach is to validate employees with high expectation (that’s what I call “stretching”). By this I mean your expectation is high and you then expect they can rise (stretch) to meet this expectation. That’s stretching, When demanded, employees may still perform the task but their motivation is more avoiding the consequence of not getting it done rather than the purpose.

Approach your employees with the idea that you know they are capable of getting a task or project done. This then brings about greater certainty on their part which then will create more overall productivity.

-Arte Maren
Business Consultant, Lecturer
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

Do you have your admin scale? www.adminscale.net

Thorsten von Overgaard, Danish Photographer and Writer on “The Natural Laws of Management: The Admin Scale”

“So the Admin Scale is important. And I read Arte’s book and when I started out as a photographer—and what I recommend people do is—usually they have some talents and that’s usually defined as the things that you do very easily and people go ‘Wow!’.

“So the question is how can you do the things that you really love to do and you’re really good at; that are valuable to all? How can you turn that into what you do full time and what you make a living from? And that’s basically what you use an Admin Scale for, because we have to have a lot of different elements fall in place. And they have to fall in place as you develop your talent and develop as a person.”

Thorsten von Overgaard is a Danish writer and photographer, specializing in portrait photography and documentary photography, known for writings about photography and as an educator. Some photos are available as signed editions via galleries or online. For specific photography needs, contact Thorsten Overgaard via e-mail. Feel free to e-mail tothorsten@overgaard.dk for advice, ideas or improvements.

 

Do you have your admin scale? www.adminscale.net

The Key to Any Successful Endeavor – by Arte Maren, Business Consultant

The key to any successful endeavor is being interested. Interest is a very, very valuable tool. And it is one of the most valuable resources an administrator has. In order to find out what is valuable, you’re going to have to be interested. A professional is interested.

enthusiastic-interested-businessman-boss-arte-maren-the-natural-laws-of-management

“A person is interested, and an object is interesting. A person is not interesting. He is interested. And when a person becomes terribly interesting he has lots of problems. That is the chasm that is crossed by all of your celebrities, anybody who is foolish enough to become famous. He crosses over from being interested in life to being interesting, and people who are interesting are really no longer interested in life.”1

Frank Sinatra made you feel like he was singing to you. He was interested in the audience. And he got, in return, admiration—applause. They gave him that because of his interest, preparation, and, of course, his talent.

frank-sinatra-interested-happy-arte-maren-the-natural-laws-of-management

Many years ago I was interviewed by a magazine reporter in Washington, D.C., with a reputation for being pretty antagonistic in his interviews. Starting off the interview, he said, “Well, Mr. Maren, let me ask you a few questions.” I answered his questions and then I asked him a few questions. He didn’t really want to answer much. “Well, no. I ask the questions,” he said. We talked a little more and then I asked him another question. The question I asked was a really interesting one to him regarding how and why he had started his career as a journalist. He started talking. And I asked him a few more questions. Finally we ended off and he got up from his chair and said, “Mr. Maren, this was one of the most fascinating interviews I’ve ever had. Thank you very much.” I hardly talked about me, it was all about him. And he wrote an excellent article.

If anyone is being interesting, they’re really saying, “Give me, give me. Give me your admiration, give me attention.” But if you are truly interested, then you’re observing. You’re admiring. You are giving attention, and attention is tremendously coveted.

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

1 “Interest” (definition), Hubbard, Technical Dictionary.

Do You Have Your Admin Scale?

 

“The Early Warning System” in Business, Part 2 by Arte Maren

<Continued from Part 1>

analyze-graph-up-statistic-arte-maren-the-natural-laws-of-management-admin-scale

The reverse is true as well. When a stat has been in the low range of the graph and then goes slightly up, it should be validated, even when only a slight rise:

“Also, it’s a bit mean to nag around about a rise. ‘But it isn’t much of a rise, you’re really in too low a range to have a rise count…’

“A rise is a rise. They at least got more. Now, better organizing, they will get more than that. Week by week it goes up.

“Similarly to discount a fall just because stats are high high high is folly. They could do week before last’s as they did it. So what was wrong that they couldn’t do it again? If they got exhausted at it week before last they need more help, obviously. Or better organization.”4

And it was not just the down stat not confronted! The problem with this particular graph occurred not only at the low point, but at the high point! What wasn’t confronted, what wasn’t handled, was not just the low week, but also in the high week!

Investigating Up Statistics

Something very effective was occurring through the upswing but nobody found out what it was! Then something changed and the stat crashed out the bottom. Why is it that when things aren’t going well everyone wants to know why? The lower it goes, the more agitated they can get.

But what happens when a stat goes up? If the statistic is rising, everyone relaxes. And what happens? The statistic drops because nobody found out why it was going up in the first place! And when it drops, what do they say? “Well, of course it dropped. It was up so high.” Which is, naturally, totally “reasonable.” In other words, it was expected to fall, and of course it fell.

An inspection and investigation of an up statistic should be at least as interesting, if not more so, than the down stat. After all, it’s positive! The time to investigate is on the upswing when it’s going well. That’s a lot more fun, and it’s a vital action. It’s hardly ever done to the degree that it should be. When things are going well, you want to find out why. And when they’re not going well, you’re going to find out why also.

Statistics rise or fall because of positive or negative changes. Statistics are a matter of changes. Some kind of positive change in some operating procedure was introduced near the point that started things going on the climb. If a stat drops, something changed. Whatever positive factor was put in was taken out or altered.

statistic-analysis-arte-maren-the-natural-laws-of-management-admin-scale

“When statistics change radically for better or for worse look for the last major alteration or broad general action just before it and it is usually the reason.

“Example: Letter out statistic falls and falls. In investigating, look for the last major change in that area and if possible cancel it and the statistic will then rise.”

Mr. Hubbard further explains, in the same issue, how he arrived at this management concept:

“I learned this while researching the life force of plants. Every time I saw a research bed of plants worsen, I queried what routine had been varied and found invariably some big change had been made that wasn’t usual.

“It is change that changes things for better or for worse. That’s the simplicity of the natural law.

“If you want to hold a constant condition, don’t change anything.

“If you are trying to improve something make changes cautiously and keep a record of what is changed. Then you watch statistics and if they decline you hastily wipe out the last change. And if they improve you reinforce the change that began it.”5

Of equal importance to changes are comparisons. Comparison is as vital in stats as it is in evaluating anything.

“Statistics must be studied and judged alongside the other related statistics.

“A rising income graph can even be shown sometimes as an actual threat to an organization if the delivery stats are down and stay down. It means the organization is selling and not delivering and may very well crash shortly.”6

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

Do You Have Your Admin Scale?

4 Hubbard, “Reading Statistics,” Policy Letter of 5 May 1971, Organization Executive Course.
5 Hubbard, “Statistics, Actions To Take, Statistic Changes,” Policy Letter of 1 February 1966, Organization Executive Course.
6 Hubbard, “Statistical Judgment,” Policy Letter of 9 February 1970, Organization Executive Course.

“The Early Warning System” in Business, Part 1 by Arte Maren

risks-ahead-in-business-warning-signs-arte-maren-natural-laws-of-management-the-admin-scaleIf the statistic is down, something is wrong. Graphs show this by visual means. There is a reason for a stat dropping. It’s not “karma” or some “natural phenomenon.” Some people attempt to excuse a down stat by inventing “reasons,” a huge error.

“The one big god-awful mistake an executive can make in reading and managing by graph is being reasonable about graphs. This is called JUSTIFYING A STATISTIC. This is the single biggest error in graph interpretation by executives and the one thing that will clobber an organization. …

“Never JUSTIFY why a graph continues to be down and never be reasonable about it. A down graph is simply a down graph and somebody is goofing. The only explanation that is valid at all is, “What was changed just before it fell? Good. Unchange it fast!” If a graph is down it can and must go up. How it is going to go up is the only interest. “What did we do each time the last few times just before it went up? Good. Do it!”

“Justifying a graph is saying, “Well, graphs are always down in December due to Christmas.” That doesn’t get it up or really even say why it’s down!

“And don’t think you know why a graph is up or down without thorough investigation. If it doesn’t stay up or continues down then one didn’t know. It takes very close study on the ground where the work is done to find why a graph suddenly rose or why it fell.”3

Keeping and maintaining statistics is a matter of confront. What makes graphs so useful for those who want to play the game successfully is the fact that they represent actuality. We don’t want to invalidate the overall production because of a down week after many up weeks, but we don’t want to allow the “option” for lower stats to go by unacknowledged either.

If we permit a down week—because the week before was so high—we are being reasonable and validating a down stat, which will bring more down stats. <continued in Part 2…>

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

3 Hubbard, “Statistic Interpretative, Statistic Analysis,” Policy Letter of 6 November 1966, Organization Executive Course.

Do You Have Your Admin Scale? 

Feeling “Stopped” in Business or in Life?

upset-business-woman-arte-maren-the-natural-laws-of-management-the-admin-scaleWhen you write up the goals and purposes of your area, I have found that there should be a “spark.” That is to say, if you write up your goals and your purposes and you are just plain bored, it would be my opinion that either you just don’t have it right or that you’re in the wrong business! To be successful you must want to be in that business. You could have five or ten purposes and you could have three or four goals.

As one pins down the purposes and goals of the company, an increased enthusiasm usually occurs, a desire to produce the products of the company occurs, and a rekindled overall association with the company and its activity results.

There should be a surge of energy, some excitement!

BEHIND EVERY STOP THERE IS A FAILED PURPOSE.1 STOPS ALL OCCUR BECAUSE OF FAILED PURPOSES.

If one is feeling “stopped” or simply in a condition of no forward motion, the original purposes must be examined. If there is a “stop” in the forward motion, there must have been motion at one time. Therefore, to rehabilitate the motion, to get past the stop, examine the original purpose.

happy-business-woman-arte-maren-the-natural-laws-of-management-the-admin-scale

THERE IS A LAW ABOUT THIS—ALL YOU HAVE TO DO TO RESTORE LIFE AND ACTION IS TO REKINDLE THE FAILED PURPOSE. THE STOPS WILL AT ONCE VANISH.

That law is so powerful it would practically revive the dead!

It applies to organizations.

It applies to cities or nations. . . .

Purposes must be executed. They are something to DO.2

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

 
1,2 Hubbard, “Target Series 1,” Policy Letter of 14 January 1969, Organization Executive Course.

 

Do You Have Your Admin Scale?

“Policy” by Arte Maren, Author and Business Consultant

business-policy-arte-maren-natural-laws-of-management-admin-scaleThe guiding principles of an operation are assigned the status of policy. If policy is lacking, then you can see that a key element of your Admin Scale is missing.

Policy has to be issued, it has to be clear and it has to be enforced. If policy is not in writing, it needs to be put in writing, and it needs to be made known to all concerned.

There are additional key definitions of policy, which distinguish it from all other company guidelines.

Policy as a word has many definitions in current dictionaries amongst which only one is partially correct: “a definite course or method of action to guide and determine future decisions.” It is also “prudence or wisdom,” “a course of action,” and a lot of other things, according to the dictionary. It even is said to be laid down at the top. Therefore the word has so many other meanings that the language itself has become confused. Yet, regardless of dictionary fog, the word means an exact thing in the specialized field of management and organization. Policy means the principle evolved and issued by top management for a specific activity to guide planning and programming and authorize the issuance of projects by executives which in turn permit the issuance and enforcement of orders that direct the activity of personnel in achieving production and viability. Policy is therefore a principle by which the conduct of affairs can be guided.

A policy is the law on which orders are authorized and originated.

All policies actually derive in greater or lesser degree from group experience which more or less adds up to group agreement and policies which tend to stay along are actually formed with group agreement and are therefore not outside the perimeter of the group.

Policy is the broad general outline originated by top management. Orders are the instructions issued by the next lower level of management to get things done that result in products.implementation-of-policy-arte-maren-natural-laws-of-management-admin-scale

Policy is a growing thing, based on “what has worked.” What works well today becomes tomorrow’s policy.

The sense in which we use policy is the rules and administrative formulas by which we agree on action and conduct our affairs.

A method of bringing about agreement and communication along certain matters which lead to a higher level of survival. They lead to a higher level of survival if they are good policies, they lead to a lower level of survival if they are poor policies and they lead to complete disaster if they are bad policies.

Policy came from years and years of experience. It’s the know-how of handling organizations and groups.3

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

 

3 "Policy" (definition), Hubbard, Modern Management Technology Defined.

Do You Have Your Admin Scale?

 

“Creating Your Own Luck” by Arte Maren

creating-your-own-luck-arte-maren-natural-laws-of-management

Lucky people are people who are really interested in life. They’re really interested in their consumers and they start getting lucky. They’re in the right place at the right time. Why? They were interested. Opportunities for advancement, for expansion, for wealth, for love, are around us all the time. You don’t have to go looking. All you have to do is stop being so interesting and get interested and you’ll see them.

Opportunity is always knocking—you just have to be interested enough to listen and have the courage to open the door!

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

“Creating Your Own Luck” – Excerpt from Chapter 12 of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“On Being a Professional” by Arte Maren

Professionals exude a confidence that comes from both experience and results. I am pleased to call Patrick Valtin my friend, with whom I share the joy of helping others.

arte-maren-patrick-valtin-natural-laws-of-management-admin-scale

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

 

Do You Have Your Admin Scale?

Learn by Teaching: The Real Voyage of Discovery

It has been said that if one wants to learn something, teach it. Actually quite true at a higher level: one is not simply learning the subject, but the effect of the subject on others, their needs for the subject (in greater detail), as well as greater familiarity with the subject every time one teaches it.

learn-by-teaching-arte-maren-natural-laws-of-management-admin-scale

I just completed 4 hours of The Natural Laws of Management to a group of 60 business owners. And what did I learn?

1. Assisting others to “see” is one of the greatest gifts you can give another human being. It was Proust who said, “the only real voyage of discovery lies not in seeking new landscapes but in having new eyes”.

2. If you have a gift of such ability to give, use it or lose it. I call it the joyful obligation.

3. Just because you found these assembled truths first, or divined them (by your own perception) that they are not and have never been “yours”, they belong to nobody but the universe as it is/was at the moment you shared them.

4. If it is not fun, well, then…what is the point?

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

 

Do You Have Your Admin Scale?

Chapter 21 Excerpt: Fixed Conditions vs. Expansion

businessman-uptrending-graph-image

Some individuals or companies consistently have a flat graph— that is to say, stats that go level across the graph. There are lots of “reasons” usually given as to why it’s flat, but they are merely explanations as to why the statistic is down. This applies to any statistic that is down, on a downtrend, or even flat. On Earth, any activity either expands or contracts—it never stays the same.

“It is an empirical (observed and proven by observation) fact that nothing remains exactly the same forever. This condition is foreign to this universe. Things grow or they lessen. They cannot apparently maintain the same equilibrium or stability.

emergency-graph-image

“Thus things either expand or they contract. They do not remain level in this universe. Further when something seeks to remain level and unchanged it contracts.

“Thus we have three actions and only three. First is expansion, second is the effort to remain level or unchanged and third is contraction or lessening.”

Given these three actions, the choice is clear: “To survive, then, one must expand as the only safe condition of operation.”1

uptrending-graph-image

What do you do with a flat graph? Make it go up! “I’m not going to accept this anymore.” A good first step.

“Organizations are not well run by the old school tie2, what professor one knew in the Ivy League University or who is shacked up with whom. Organizations run by other considerations than stats hurt the individual staff members. Organizations are well run when they are run by fairly and realistically designed stats for every staff member, division and the organization.”3

Remember, you are keeping stats for expansion. That is the name of the game.

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

 1 Hubbard, “Expansion, Theory Of Policy,” Policy Letter of 4 December 1966, Organization Executive Course.
2 Old school tie: “The expression old school tie has essentially the same meaning as the business association interpretation of old boy network. This expression derives from school ties indicating that the wearer is an old boy of a particular school.” Wikipedia.com.
3 Hubbard, “Statistics, Management By,” Policy Letter of 5 February 1970, Organization Executive Course. Fixed Conditions vs. Expansion

 

Do You Have Your Admin Scale?

Young Entrepreneur at Business Management Seminar in Medellín, Columbia

After his seminar with an audience in Medellín, Colombia, Arte Maren is greeted by a young future entrepreneur.

arte-maren-medillin-columbia-natural-laws-of-business-management

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Planning” – An Article by Business Consultant, Arte Maren

business-plan-arte-maren-natural-laws-of-management-admin-scaleHow quickly you are going to get from your existing scene to your ideal scene will depend upon this section of the Admin Scale covering PLANS, PROGRAMS, PROJECTS, and ORDERS. All of these points fall under the heading of PLANNING.

Mr. Hubbard defines plans as:

The general bright idea one has to get things up to the ideal scene or improve even that.1

He further defines the other key points of planning as:

The program is the big solution to a problem—the big problem is solved by a big solution called a program. The little problems inside that big solution are solved by projects. And inside the projects the littler problems are solved by orders.2

Raising statistics and producing more valuable final products is done by planning, and planning takes confront3, a prerequisite to successful planning (and doing!).

Gradients

Confronting this subject of planning or programming is really a subject of gradients.4 Just about anything can be confronted if it is broken down into gradients.

The source of most failures…Either too shallow or too steep [a gradient].5business-gradients-planning-arte-maren-natural-laws-of-management-admin-scale

An order such as “You must renovate a hotel this week. Please have it done by next Wednesday” would be overwhelming. It is also probably not going to get done. If you run your operation on orders alone. Without a plan, program or project, you will not have a very smooth and expanding operation. Lots of those “undone orders” probably didn’t get done because they were not confrontable as one single item or command.

An order might be in the category of “Pick up that chair.” “Shut off the light.” “Go downstairs.” These are orders.

And where do orders come from? Orders are derived from projects. Not just from some arbitrary idea.

Projects come out of programs. A program is broader than a project. Where did the program come from? It came from a plan. Thus, these are gradient steps to accomplish the ideal scene.

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

1 “Plan” (definition), Hubbard, Modern Management Technology Defined,
from Policy Letter of 29 Feb. 1972, Issue II, Management Series.

2 “Project” (definition), Hubbard, Modern Management Technology Defined.

3 Confront: “direct observation.” Hubbard, Modern Management Technology Defined.

4 Gradient Scale: “[A] gradual increasing degree of something.
A non-gradient scale would be telling someone to enter a skyscraper
by a 32nd-story window.” Hubbard, Modern Management Technology Defined

5 Hubbard, “Gradients and ARC,” 1 September 1966, Saint Hill Special
Briefing Course Lecture 442 (Level L).

 

Do You Have Your Admin Scale?

“CONTINUED EXPANSION” – An Article by Business Consultant, Arte Maren

teamwork-excited-image_It always seemed odd to me that when things were not going well or if the stats were going down, everyone wanted to know why; management demanded a reason. But if the stats improved, then what? Nary a word. “Nope, don’t want to know. Leave it alone.” Now, that really is management by karma! It is even more important to know why something is working well, so that it can be reinforced. What was the cause and what can we do to keep it going?

THE CAUSE OF THE AFFLUENCE IS STILL CAPABLE OF CAUSING IT!

By reinforcing what caused the Affluence each time, you keep boosting it up to a new higher point until eventually it peaks at what is truly a stellar range. Now you have a new scene.7

A VFP (Valuable Final Product) is defined as: Something that can be exchanged with other activities in return for support. The support usually adds up to food, clothing, shelter, money, tolerance and cooperation (goodwill).6upward-statistic-image

In summary, he also lists the causes of organizational failure and the relationship of these causes to VFPs:

Studying back and forth over history, poking about in old ruins, remembering, adding it up, the apparent causes of organizational decay are:

(a) Failure to have an informed, trained top management capable of setting real policy in accordance with the need of the organization.

(b) Failure of top management to set policy.

(c) Company members, supervisors and workers setting their own policy out of agreement with or in ignorance of the needs of the organization and themselves.

(d) Failure of top management to wisely, completely and precisely establish the valuable final products of the activity.

(e) Ignorance of or disagreement with the valuable final products by workers and company members.

In a much more general sense we would have:

A. Unwise or unset policy.

B. Unreal or unstated or undone valuable final products…

The valuable final product list does not come wholly from top management.

The list does not come only from the group.

Major social and business catastrophes occur when (a) no list is set (b) top management only sets the list or (c) the group sets the list up.8

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

7 Hubbard, “Vital Data: Power and Affluence Conditions”
Policy Letter of 27 August 1982, Organization Executive Course.
8 Hubbard, “Valuable Final Products” 
Policy Letter of 25 March 1971, Organization
9 Hubbard, “Reality of Product” 
Policy Letter of 1 December 1970, Organization Executive Course.

Do You Have Your Admin Scale?

 

“Back to Basics and Product Promotion” by Arte Maren

back-to-basics-product-promotion-arte-maren-admin-scale-natural-laws-of-management-3

Product Promotion

From my observation, a well-named product tends to promote itself.

An example of its value might be demonstrated at an actor’s convention. There are lots of photographers there who are promoting themselves.

“What do you do, Bill?”

“Oh, I’m a photographer.”

“Oh, let me have your card. I need pictures all the time.”

“Oh, fine.”

But it is likely that he will never call. There are hundreds of photographers available. But now the actor meets our photographer who’s just done an Admin Scale on his photographic services.

“What do you do, Bill?”

“Oh, I’m an image consultant.”

“What?”

“An image consultant. I find out what image, what communication you want to portray in a photograph and I capture that on film.”

“When can we start?” is the actor’s immediate response. Why? Because that really communicates as something valuable!

“Oh, it’s very expensive.” he could add. When it’s perceived as valuable enough, the actor will not care! It’s never the money. Repeat, it’s never the money, as any seasoned veteran salesperson will agree. If a potential buyer or client starts talking about or getting concerned about money, then you probably haven’t communicated the value of the product or service. The value is simply not real enough.

Now our photographer can even do a consultation before the photography session, for the same or extra fee, to isolate what the “message” is and be sure he can get his product and a satisfied customer.

Before our photographer’s Admin Scale training, his clients used to come in and he’d say,

“Okay. What kind of photograph would you like?”

back-to-basics-product-promotion-arte-maren-admin-scale-natural-laws-of-management-1

“Well, I want a picture…you know. I want to look strong.”

“Oh, OK. Have a seat there. I’ll get some barbells…”

He takes the picture. The client comes back for his photos.

“Here are your pictures.”

“Uh. I don’t know. That’s not me. I don’t know.”

“Yeah, but you said strong. Look, that’s strong. See the barbells?

“That’s not what I meant by strong.”

“Oh. What did you mean?”

“I don’t know. Strong.”

What occurred was a breakdown of communication. And that breakdown was caused by a breakdown of sufficient early interest on the part of the photographer. The customer said “Strong.” What did he mean exactly?

If you don’t fully understand something, you’ve got to ask. If you’re really interested, you will ask. You don’t know what he means by “strong,” so you automatically ask. (Unless, of course, you don’t want to appear “stupid.” Somebody is talking about something, and you don’t quite get it, but you don’t want to appear stupid and don’t ask them. At that point, you are stupid. So try to make it a policy to query what you don’t understand. It keeps you smart.)

“What do you mean by strong?” “Well, you know…strong,” is the answer.

So he puts a bunch of “strong” type pictures up on the wall. “This is the ‘strong’ picture set. I’d like you to take a look at this and point out the picture that you like best. Which seems to be the kind of communication or image that you want to portray?”

One cares. One asks because one wants to know.

back-to-basics-product-promotion-arte-maren-admin-scale-natural-laws-of-management-2

“All right, well, I like #3, that picture of strength.” “Oh, all right. Tell me about it. What do you like about this?” “Well, you know, you see how the head is tilted there to one side? It’s strength, but it’s a quiet strength. Yeah. It’s a quiet strength. That’s what I want.”

He’s got it. He’s discovered his image. Now it’s simple. No problem. The photographer knows exactly how to set this picture up. He’s got some certainty. He has communicated and fully understands what the client wants. No problem. Success is guaranteed. And you don’t have to hope; you are certain.

Using this procedure, we organize and promote better. The customer walks in and is handed a sheet to fill out which gives the photographer an idea of what this prospect is really after. Then the photographer shows him five different “messages” in photographs, or maybe ten other actors and actresses in poses that are communicating something. “Which one most closely approximates what you are trying to say?” he would ask, and then—having isolated exactly what was needed and wanted—he would produce it.

The event is the photo session. But all the preparation is done prior to the shoot. By the time he is at work in the studio, he knows exactly what the client wants. He knows how he is going to set it up and how he will shoot it, which is the technical expertise.

The taking of the photograph was the event—but look at the preparation that went into creating that event! That’s professionalism.

Back to Basics

If you are having trouble working out naming your PRODUCT, one good method is to cut out all the verbiage, and go strictly down to “What is it that I do?” Then look at the result of that “doingness,” and build on that.

What is it you deliver?

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

 

“Utilization of Resources for Business Success” by Arte Maren

utiitzation-of-resources-for-business-success-arte-maren-natural-laws-of-management-admin-scale

Resources have a lot to do with how soon you are going to achieve your goals and with how much effort.

What are your resources? You’ve got a certain level of knowledge, X amount of money in the bank, Y number of employees, Z amount of time, etc. You might have a fantastic project lined up but the staff you have right now are too tied up and are not going to get it done. So what is the solution? You could drop the project until later or hire other people. All these points go into planning.

Before one begins the PLANNING and TARGETING, the resources one has must be considered.

How quickly you move from your existing scene to your IDEAL SCENE will depend upon the bright utilization of resources.

“Handling must be WITHIN THE CAPABILITIES of those who will do the actions.

“Handling must be WITHIN THE RESOURCES AVAILABLE.

“Handling quite often but not always requires a BRIGHT IDEA. It is peculiarly true that the less the resources available the brighter the idea required to attain effective handling.”1

resources-for-business-success-arte-maren-the-natural-laws-of-management-admin-scale

If you wanted to go to China, and had plenty of money, no problem. Just buy the ticket. But suppose one did not have the money, suppose one had little money at all and still wanted to go to China? One would have to get pretty bright! “Who do I know? Does anyone that I know also know some people from China, or who know people in China? I’ll make a list of all of the possible resources I have that might help me get to China. And on the list of resources is my ability to speak English! Also on the list was my close association with the owner of the Chinese laundry down the block. What if I speak to him about teaching the rest of his family English? They are still in China and he wants to bring them over next year. In exchange, he will provide a ticket and my room and board in China for the next year.” And what do you know? Goodbye Toledo, hello Hong Kong!

Planning always considers resources first.

 Every now and then I’m challenged about how planning things so “specifically” seems to take the “fun” out of life. But simply because one plans, does not mean there will be no further surprises. To think so would be folly and an underestimation of the unpredictable adventures on planet Earth. If I am going to Hawaii, I don’t want my luggage sent to Japan. What I can control, I wish to control. Life still offers up lots of surprises to keep it interesting.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

1 Hubbard, “Proper Format and Correct Action” 
Policy Letter of 17 February 1972, Management Series

Do You Have Your Admin Scale?

 


            

“Stat Justification” from Arte Maren’s 8-Part Video Series “Management by Statistics” (Part 8 of 8)

Stat Justification” is the final segment from the 8-part video series “Management by Statistics” by veteran business management consultant Arte Maren.


-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – A Breakthrough Technology” with Arte Maren (Management by Statistics, Part 7 of 8)

Veteran consultant Arte Maren discusses the use of statistics and graphs and how this is a breakthrough technology that will help you grow your business or organization. What are the “Condition Formulas”?

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – Statistical Management” with Arte Maren (Management by Statistics, Part 6 of 8)

This is video #6 in an 8-part series titled “Management by Statistics” delivered by veteran consultant Arte Maren. He discusses the need for statistics as an unbiased measurement and how to compare statistics to grow your business or organization.

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – Managing by Statistics” with Arte Maren (Management by Statistics, Part 5 of 8)

Veteran consultant Arte Maren discusses where your biggest income losses come from and how often you should track statistics to grow your business or organization.

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – The Staff Meeting” with Arte Maren (Management by Statistics, Part 4 of 8)

Part 4 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.
 

 
-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – Weekly Review of Production” with Arte Maren (Management by Statistics, Part 3 of 8)

 

Part 3 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – When Do You End Your Week?” with Arte Maren (Management by Statistics, Part 2 of 8)

Part 2 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.

 

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?

“Statistics – An Introduction” with Arte Maren (Management by Statistics, Part 1 of 8)

Veteran Business Consultant Arte Maren presents his introduction to “Management by Statistics” for business owners and executives.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

Do You Have Your Admin Scale?