Category Archives: Business

“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.

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-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

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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

 

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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

 

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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.

 

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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.

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“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

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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.

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.

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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.

 

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“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.

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“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

 

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“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?