Tag Archives: Adminstrative Scale

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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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

 

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“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

 

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“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

 

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What is the Formula for Expansion in Business and in Life?

So expansion should be your viewpoint in running your business and your life. And there is a vital formula:

[E]xpansion formula:

DIRECT  A CHANNEL  TOWARD  ATTAINMENT, PUT SOMETHING ON IT, REMOVE DISTRACTIONS, BARRIERS, NONCOMPLIANCE AND OPPOSITION. 4

Thus we can see that expansion does have some definite rules. Expansion does not simply arrive on its own. This is further highlighted by specific actions for expansion:

1.  PROVIDE GOOD POLICY.

2.  MAKE IT EASILY KNOWABLE.

3. BE STRENUOUS IN MAKING SURE IT IS FOLLOWED.5

It takes hard work and it takes your intention.6 You make it happen.

You can target statistics being up, which helps create more motivation and willingness. But it would be an error to simply tell people what their targets are, to tell people what their quotas are, without gaining any real agreement.

 

 

4   Hubbard, “The Structure Of Organization, What Is Policy?” Policy Letter of 13
March 1965, Organization Executive Course.

5  See note #4 above.

6 Intention: “It’s an idea that one is going to accomplish something. It’s intentional, which means he meant to do it, he means to do it.” Hubbard, Technical Dictionary.

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It’s All About the Team

its-all-about-a-team-arte-maren-natural-laws-of-management

Excerpt from Chapter 16, WANTING THE PRODUCT:

Of course, demanding production and income presupposes that you have a team, all of whom want it to grow. And “want” is an active word meaning not just being willing for it to grow, but wanting it to grow. Every now and then, in an interview with an employee, he will indicate that if the business got busy, that would be “all right” with him. He could “handle that.”

But that is a far cry from wanting it to grow. Indeed, ensuring you have the right team, each person wanting it to grow, is an important element in ensuring that you get the growth you want with less stress. Every employee is vital to the entire drive towards more success. No one weak link should be tolerated.

“No group can sit back and expect its high brass to be
the only ones to carry the load. The group is composed
of individual group members, not of high brass.

“The survival of a group depends upon the ability of its
individual members to control their environment and to
insist that the other group members also control theirs.”3

3 Hubbard, “Environmental Control,” Policy Letter of 30 December 1970, Organization
Executive Course.

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If You Fail to Plan, You Plan to Fail!

planning-to-succeed-natural-laws-of-management-arte-maren

Planning is a very important and easily learned technology. It has often been said that if you fail to plan, you plan to fail. So true. But a real plan (and I define a good plan as one that gets done,) is not a list of to-do items. It is the creation of your future.

“THE SUCCESS OF ANY EVENT IS DIRECTLY PROPORTIONAL TO THE TIMELY PREPARATION.”1

 

Excerpt from The Natural Laws of Management: The Admin Scale, Chapter 11, PREPARATION, Page 51

1 Hubbard, policy letter "Too Little Too Late"

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Goals Are a Luxury Earned Through Production

 

“While goals are vital, it is so much harder (and less efficient) to judge effectiveness by a person’s verbalized or even written goals than by what that person actually produces.  One doesn’t often hear, “Boy, he sure can turn out a good goal.”  In fact, too often goals are used as a substitute or excuse for production.  Something has to come out the end of the conveyor belt of production and it shouldn’t be good intentions alone.

“Successful people do have very pro-survival goals and purposes.  You can see the products of such people around you.  But if good intentions actually exist, then they should manifest as valuable final products.”

 

The Natural Laws of Management: The Admin Scale

Chapter 4, VALUABLE FINAL PRODUCTS, Page 17

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Ask Arte: A Question and Answer Period with Arte Maren

Question: When presenting my product or service in the sales process how can I best judge the prospect’s interest level?

Arte Answer:  Judging interest level is a step that is done AFTER rapport (a connection would be another way to express it) has been established (without which actual interest could be submerged due to lack of affinity).  In the Hubbard management system we refer to it as a “communication line” meaning there is a palpable connection from salesperson to prospect.

There are several steps to be considered BEFORE one is concerned about interest level. In fact, the interest level is CREATED by these earlier steps.

Having established a “comm line”, one must then determine, discover, and remove any barriers which are present due to prior poor experience with your or similar product or service.

Note well: You cannot get a valid interest level in your product or service if the actual/real interest potential is suppressed by a prior negative of some nature (which could be personal experience or negative word of mouth or rumor).

Having cleared the barriers, you may THEN begin to judge interest by determining WHY they might want the product or service AND to what degree.  This probing section is where you are interested, not interesting.  What is the prospect trying to handle or why do they feel they need your product?  And, knowing what your product or service DOES handle, and handles well, search for their needs.  How?  By KNOWING the “ideal” for their area/industry/product or service within which they deliver.  What would it look like if it was operating optimally (see chapter 22 “The Ideal Scene” in my book “The Natural Laws of Management: The Admin Scale” at www.adminscale.net).

When comparing your concept of the optimal condition for the prospects company or activity, you can then determine the area or areas most likely in need of your product as the comparison will reveal a departure from that optimal condition.   You will then be able to more easily perceive a potential need and explore it for prospect reaction.  And if it is proving fruitful, pursue it deeper with further questioning in the area.  The rule here: Possible area of need?  Dig Deeper.

Here’s an example of a huge amateur mistake: Prospect tells you they need the product or service because they are “not very good at explaining the product” and the salesperson then proceeds to explain how their product or service totally handles that and here is why…blah, blah, blah.  When, in fact, through digging deeper for exactly WHAT troubles they have in “explaining the product” you may well discover that they have very poor communication skills as the real difficulty.  Another possibility is they, in fact, don’t think the product or service is actually that valuable (real event in my sales career more than once).  And there can be other possibilities such as they do know how to present but someone in their environment is invalidating their abilities.

So, how do you know if your prospect has interest?  By determining, through the 3 steps indicated above, the most important reason for their purchasing your product or service—from their viewpoint—and THEN explaining why and how your product or service handles THAT.

When you provide the solution to a problem that the prospect knows he has but has not been able to handle, you are in positive buying attitude on the part of the prospect. When you discover A NEED THAT THE PROSPECT DID NOT KNOW THAT THEY HAD, WHICH IS CONTRIBUTING T,O OR ACTUALLY CAUSING THE UNDERLYING SITUATION WHICH THEY ARE COMPLAINING ABOUT, you are Golden Done Deal.  Wrap it up and take the order.

What about the “Close?”  Oh, that?   That comes NATURALLY and effortlessly when having done the above.  It is simply Natural Law.

 

Arte Maren has 40 years experience in sales and administration and is the author of The Natural Laws of Management: The Admin Scale. For more information: www.adminscale.net He can also be reached at artemaren@gmail.com.

Copyright © ArteMaren, 2012.  All Rights Reserved.

 

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Providing Superlative Service

A positive attitude on sales is important too.

Selling has a bad reputation. It’s come to mean, in some cases, “forcing something on someone that they don’t want and can’t afford.” That’s not selling. Selling has been a major force in the creation of American society. It’s been a vital link between the producer and the consumer. And the derivation of the word “sell” comes from an old English word sellen, which means “to get, deliver.” It’s the ability to place your product into the hands of the consumer on a rapid basis.

The whole cycle of a product and exchange can be viewed in relation to communication.

Excerpt from The Natural Laws of Management: The Admin Scale, Chapter 7 Superlative Service, Page 32.

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The Natural Laws of Management: Delegate Does Not Mean Dump

It is supremely important that the executive concentrates on those activities that only he or she can do from his or her vantage point.

The effective action to ensure this occurrence on any regular basis is often short-circuited, made expedient.  Functions that indeed do belong outside of the executive office, more profitably done elsewhere, are not formally delegated but unceremoniously dumped.

A “function dump” might well be defined as: passing off a function to another without having insured by direct observation or other means that the individual receiving the function not only fully understands its purpose and value, but in fact has demonstrated his or her ability to actually accomplish the function.

But, you say, “this takes time.  It is so much easier to simply dump it”.  I’m reminded of the old saying, “You can pay me now or you can pay me later”.  You are going to put in the delegation training time and it is best to do it before you start, rather than after you have begun delegating–only to find that it is necessary to redo much of what you have passed on. 

An executive conundrum to consider— why is it we never have the time to do it right, but we always find the time to do it over?

Arte Maren, Author of The Natural Laws of Management: The Admin Scale

 

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The Natural Laws of Management: Management By Hope?

It does not matter what you call it—management is defined by its workability!  The Natural Laws of Management delves into the infinite number of errors made by managers unfamiliar with “the natural laws’ and more importantly, the most workable of “laws” easily understood and implemented.

“In the past 25 years, I have observed many a “management system.”  You may be familiar with the work of Peter Drucker–“Management by Objectives”.  I ran across a company that practices what I would call management by hope. “Are we going to have a better quarter?  Dunno, I hope so!”  “Will we get the order? Gee, I hope so!” And then there is what I call management by consequence.  Employees do things for fear of what happens if they do not.  Now that is a stress environment!

managment-by-hope-has-uncertainty

Indeed, L. Ron Hubbard equates such an environment with “being serious”, the enemy of creativity and motivation.  In fact, he defines serious as “when interest is important because of penalty.”  Of course, as business is a game, it should be fun and treated as a game, as “play with a purpose.”  Indeed, Hubbard warns: “The more serious you take the game, the less chance there is of winning.”

Excerpt from The Natural Laws of Management: The Admin Scale,  Chapter 10, Page 50, Chapter on Certainty.

 

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