Tag Archives: business consultation

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

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.


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.


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


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


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


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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.


“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.


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>


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.


“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.

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.


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


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“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!).


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).


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