Management Consultant, Executive Recruiter, Author, Public Speaker;
My blog, "Fighting Alligators" is geared to the over 50 job-seeker; people interested in starting their own business; and freelancers looking to become more successful.
I have 22 years of experience with Fortune 500 Brands in Strategic Planning and General Management. For the past 22 years, I have been President of New Century Dynamics, Inc., an Executive Search Business I started and own. My company is in the business of providing Consulting and Executive Search Support to our client base. In 2014, I helped create ITB Partners, an Association of freelance management consultants.
This project included the installation of new Cabinets, Counter Tops, Tile Backsplash, lighting, and floors. Walls were moved or removed to create an open, more functional floor plan and better use of space.
Before After
Before After
Before After
Contact Kitchen Connections to learn how we can improve the functionality and ambiance of your kitchen and bathrooms while increasing the value of your home.
Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project from start to finish. Your total satisfaction is her primary goal.
On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
Sometimes it takes a fresh pair of eyes to evaluate the situation correctly.
As you may recall, the lingering situation was in a big box retail store where an Assistant Manager created continual unrest. Since my original post, a few exciting changes have occurred. The first and most important was the resignation of the General Manager. He left to take a job in a different industry sector. A more experienced general manager replaced him. These changes happened shortly after the publication of my article, almost exactly a month ago. After a month of studying the situation in his new assignment, the new General Manager transferred the troublesome subordinate to another store. She is now working under the General Manager who originally trained her.
So why did the new general manager act on the situation, whereas the former GM ignored it?
Experience beyond this company
External networks of competent employees
He refused to be a hostage
The former GM was still learning the job while dealing with a dysfunctional team. He was not fully competent and lacked confidence. I suspect that his boss, the District Manager, was culpable as his direction for this GM was lacking.
On the other hand, the newly appointed General Manager is an accomplished GM. He has significant prior General Management experience with another big box retail brand. Competent and confident in his leadership abilities, he took a different approach to the situation.
A toxic employee can do significant damage to a work environment. Team cohesion, morale, and eventually productivity and profitability will be affected. Wise managers know to deal with the situation immediately. They do not let them faster, to metastasize into an even bigger problem. The situation question went on for far too long. As I stated earlier, I lay the blame on the Regional Manager. He had long known of the situation. His strategy included a meeting where he told the team to “work out” their differences. It is no surprise that the team could not resolve their issues by themselves. A more experienced, decisive leader replaced the former GM. It was only then that the problem was correctly identified and resolved. I hold the regional manager responsible for the problems created by his inability to resolve the issue.
When this type of disciplinary issue arises, decisive intervention is required. The resolution should include progressive discipline supported by the appropriate level of documentation. The next-level manager must become involved when a manager is not fully competent. In this case, the fear of going through the holiday season shorthanded clouded management thinking. They became hostages. There is no justification for suffering under these circumstances, as there is always a solution.
Conclusion:
In conclusion, managers cannot avoid the need to discipline disruptive employees on a timely basis. Concerns about terminating a toxic employee because it may leave a hole in the management ranks are invalid. On the contrary, failure to address toxic behavior guarantees that the team will become shorthanded. The irony is that the best employees will leave first. They have options. The team that remains will be less competent, less functional, and less productive. This is a concern that second and third-level managers must be tuned into. The good news in my example case is that a new manager understood the need to act decisively. He found a way to eliminate the toxic employee. He did not allow himself to become a hostage to someone’s poor behavior.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me, so please leave a comment.
This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.
I was one of five attendees, three women, and two men. I was the oldest as my classmates were in their late thirties or early forties. The two instructors were my age and older. I found the demographic composition most interesting. The maximum class size is six due to logistical constraints. Almost half of the room is occupied by tools and equipment, one limiting factor. The other is the queuing time to use the equipment. As our project required a specific sequence, a significant amount of time was spent waiting for your turn to use the required machine.
This class was an early birthday present from my wife, which I was pleased to receive for several reasons. I have projects around the house that challenge my carpentry skills. We are creating a 750-square-foot guest suite in the basement which requires framing skills and I am painting our Master Bathroom. The latter would not be much of a challenge except for the significant drywall repairs required. It seems that when we built our house, the builder did not properly prepare those walls before applying wallpaper. Those projects have stimulated my interest in learning more about carpentry and cabinet making.
The other benefit of taking this and future classes are related to supporting our Residential Construction Business. My wife started this business at about the same time that I left the Corporate World to become an Executive Recruiter. I am her CFO and principal consultant. Her business is doing so well that she needs me to become more involved in day-to-day operations. Sharpening my construction-related skills will help satisfy that need. It is a win-win proposition.
I have long believed in the value of life-long learning. Keeping one’s mind engaged is as important, if not more so, than the effort to maintain a healthy body. I find that if I keep my mind focused on achieving an important goal, my body will follow. My friend Faith is someone who has embraced life-long learning. A few years younger than me, she is an Account Executive with a major Health Insurance Company. She sharpens her edge by studying for additional college degrees on a part-time basis. Her employer has a tuition reimbursement program for coursework relevant to her job function. It is a win-win! She gets paid to improve her job skills and continues to exercise her mind in the process. She credits this strategy for keeping her at “the top of her game.”
The concept of life-long learning has been around for decades. I remember listening to my boss telling me how he encouraged his teenage daughters to learn new things just to hone their ability to learn. This included areas that were of little interest to them, like the mechanics of an automobile. That was over thirty years ago.
Our world is changing at a rapid pace. We are living longer. Job functions are changing or disappearing while new job functions are being created. It has often been said that today’s workers will likely have three or more careers during their lifetime. That requires the ability to change and adapt, to learn.
I find it interesting that at my age, I have little difficulty learning. It could be that much of what I am learning is additive to things I already know and understand. It could be the vast amount of training tools available that makes the process easier. YouTube, for example, is a treasure trove of resources. I admit, I may not be able to stay focused for as long as I was once, but frequent breaks and a cup of coffee help me stay on track. Motivation may be a contributing factor to my interest in continual learning. Probably because learning construction-related skills directly benefit our livelihood and our home. That is serious motivation.
Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me, so please leave a comment.
This project was a complete Kitchen Makeover that included new cabinets, surfaces, lighting, appliances, fixtures, trim, and paint. It is now a highly-functional, contemporary kitchen.
Contact Kitchen Connections to learn how we can improve the functionality and ambiance of your kitchen and bathrooms while increasing the value of your home.
Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project, from start to finish. Your total satisfaction is her primary goal.
Jim Weber – President New Century Dynamics Executive Search
Recently, I have become aware of two situations where managers have become hostages to toxic employees. They are not being held at gunpoint by a criminal trying to negotiate an escape. However, the angst of the situation is similar. One is a female assistant manager for a big-box retailer. She does not work well with others and is actively working to undermine another manager. Not a team player, she creates unnecessary drama. My colleague, Stan, would call her a termite. Someone who destroys the foundation of the company. The other is a subcontractor with poor work habits who delivers an inconsistent product. Both have remained in position because management, facing a difficult labor market, has decided to live with these troublesome people, hoping to avoid the cost of losing them. However, one manager chose to act and found that his fears were unwarranted.
During my corporate career, workers were abundant, so the fear of being understaffed was not a consideration. At that time, the concern for turnover and overstaffing was our focus. Even so, I observed managers fail to discipline employees properly because they delivered outstanding revenue and profit performance. Those producers survived until their financial performance fell below standard. In the meantime, their peers complained about favoritism and unfair treatment by management. It was very frustrating to be a part of those teams. Overall morale suffered because management was held hostage by a flawed subordinate who happened to produce above-average financial results.
Today, we face a different, more difficult labor market. Baby Boomers are retiring, and fewer younger workers are available to replace them. Employers are finding it more challenging to achieve optimal staffing levels. Some managers overlook employee performance issues to minimize the risk of being short-staffed. That was the concern of my client. He was willing to put up with the poor performance of one sub-contractor to ensure that he completed his projects on time.
Nevertheless, I advised him to deal with the performance issue. I informed my client that the situation was sure to worsen. Eventually, he reached his limit when the cost of repairing the subcontractor’s shoddy work became unbearable. With a little bit of effort, he was able to find a suitable replacement. He refused to be a hostage.
It is not uncommon for managers to overestimate the cost of maintaining employee discipline and underestimate the benefit. Sometimes, it is easier to look the other way. They rationalize their decision to minimize the performance issues or ignore them entirely. Avoidance is a big mistake. The rest of the team is closely watching. They view the manager’s lack of action as favoritism and poor leadership. The team’s overall performance eventually suffers, and good employees leave for other jobs. The manager’s failure to deal with performance issues creates more significant problems with greater consequences.
So, what is one to do? First, don’t become a hostage to your employees! Enforce policy uniformly across the workforce. Don’t give a pass to employees who generate stellar results in some areas but fall short in others. Consistently enforced standards and appropriate disciplinary measures will go a long way toward creating a healthy, high-performance culture. This approach to discipline will help reduce turnover and attract better-quality employees.
Another viable strategy is to maintain an ongoing recruiting program. You may not need to step up the actual hiring, but you will know where to go to find good employees when you need them.
The two examples I presented at the beginning of this article make an interesting case study. One client decided to face the performance issue head-on, resulting in the termination of the sub-contractor in question. My client replaced the subcontractor with a more appropriate hire. The client refused to be held hostage. The other situation has deteriorated further as the management refuses to take corrective action.
Maintaining organizational discipline is not optional. Success requires vigilant maintenance of systems, processes, and procedures. Maintaining discipline may be more difficult in trying times, but it is of greater importance. The stakes are higher, as is the risk of failure. Good employees will gravitate to the best employers, so become the preferred employer in your market. Build a healthy culture of success by enforcing policy in a consistent, firm, fair, and friendly manner. It is the best way I know to ensure long-term success.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me, so please leave a comment.
I look forward to meeting with Paul, a good friend, and colleague, tomorrow afternoon. Paul and I have much to discuss, including my responsibility on his company’s newly created Advisory Board. The agreed-upon location is a convenient cigar bar, my preference for conducting business. I cannot meet in this venue every day, but it is a great pleasure when I can. I have been helping Paul connect with the financial community to support his company’s development goals. One of those connections suggested establishing an advisory board would be a good idea. As the common denominator in this process, they both agreed to invite me to join their Board. Naturally, I accepted.
During my career as an Executive Recruiter, many candidates expressed interest in serving on the Board of a prestigious company. Those folks were looking for paid Board seats but never considered a voluntary Advisory Board. As that type of search was not in my wheelhouse, I could not help them. After fifteen years of experience serving on Advisory Boards, I am enthusiastic about steering qualified candidates in that direction.
Large, established companies and small emerging companies form Advisory Boards to manage their businesses. Profit-oriented companies and not-for-profit associations use them. The scope of responsibilities will vary from organization to organization, depending on its size and complexity. Organizations expect Advisory Board Members to offer unbiased advice. They do not have decision-making authority or fiduciary responsibility, significantly different from a Board of Directors. Advisory Board members are chosen based on their skills, experience, and accomplishments relevant to the organization in question. To be invited to join the Advisory Board of a commercial startup, you will probably need direct experience with commercial startups. You should expect to have significant experience in the company’s industry segment. My friend and colleague, Mark McClellan, just reminded me that people with experience raising capital are in demand.
Compensation also depends on the organization’s size, complexity, and life-cycle position. Some are paid, including travel and meals, but many are uncompensated. Most of my Advisory Board roles have been voluntary and uncompensated, although our host provided food and beverage at each meeting.
Why would one become a member of an Advisory Board that does not provide compensation? It isn’t about the money, at least not immediately. As I mentioned earlier, serving on Advisory Boards has been personally gratifying. Each offered a new opportunity to gain skills and experience. They provided networking connections that led to new business opportunities. I have enjoyed giving back to the community, especially during my alum board years. That experience strengthened my relationship with the institution. If a career goal is to sit on a BOD for a prestigious company, serving on an Advisory Board is an excellent place to gain experience and credibility.
My first Advisory Board experience was with the National Alumni Association for my Alma Mater, where I served for three years. It was because of my affiliation with the Atlanta Chapter that I was nominated to join that body. The Executive Director of the Association talked to me about joining the Executive Committee, a pathway toward becoming Chairman. Regrettably, I had to decline that invitation as I was not in a position to devote the time or energy required for that responsibility. Nevertheless, my service on that Board was gratifying and a significant learning experience. I believe that serving on an Advisory Board for a not-for-profit association or a charitable organization is an ideal gateway for consideration in similar roles in the private sector. It worked for me. I gained visibility from that role which led to invitations to join profit-oriented and not-for-profit advisory boards.
Organizations need the kind of unbiased advice one can offer. Your expertise is required. You should consider joining an Advisory Board if you want to expand your skill stack, make new connections, and further enhance your career. If you are interested in becoming a member of a more prestigious, compensated Board of Directors, an Advisory Board is a possible stepping stone. A great place to start is with your College Alumni Association, an Industry Association, or a Charitable Organization. You will enjoy the experience and find gratification by giving back to your community.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me, so please leave a comment.
Sometimes when you least expect it, you may become part of a breakthrough. This past week I experienced a breakthrough. It was fantastic to behold. I think breakthroughs are lovely. I relish the thought of making and being a part of one. What follows is an update to my post of June 27, 2022; “Make Better Decisions.”
As you will recall, in my post of June 27, I talked about a prospective client whose decision had an unfortunate outcome. He chose not to hire a driver to use an idled vehicle to transport workers to another job site. His decision sidelined workers, reducing overall productivity. Having had time to sleep on his decision, he realized he could have done better. Also, I believe he heard an earful from his employees and others.
When he made his ill-fated decision, he was overly concerned about the cost of gasoline and a dedicated driver. He faced a timing and scheduling issue, not a long-term increase in demand—a classic problem. After I had my say, I detached myself from this prospect and his situation. I considered it unlikely that I would ever sign him as a client. So, I backed off and focused on other opportunities. He made time to process his decision and its outcome alongside the alternatives. Eventually, the downside effects of his decision made it into his conscious mind.
After thinking it over, he recognized that an idled vehicle and several workers resulted in lost productivity and revenue. This cost was far greater than that of a driver, fuel, and wear and tear on a vehicle. It also created a negative impact on the morale of his organization. Having to fix the flat tire on the idled truck was not lost on him either. He crafted a policy statement and updated the company operations manual.
I must give him credit for conducting a critical review of his decision. He is an intelligent person, motivated to improve his company’s performance. The point is that he made good use of his time by reflecting on the outcome. He recognized the opportunity to improve his decision-making skills and hence the profitability of his enterprise. And, he hired me!
His self-assessment led to a more productive situation. Now, he authorizes rental vehicles and drivers to support peak demand without the need for capital to expand his fleet. This policy is a better use of his financial resources. Additionally, other opportunities have surfaced to resolve peak demand issues.
Now, I have a new client. The issue for me is to find the best way to build on his breakthrough. My first objective is to provide positive reinforcement for his change of heart without demonstrating “I Told You So” arrogance. This recognition should encourage his professional growth.
My second goal is to help him avoid ‘knee-jerk’ decision-making, the genesis of this recent situation. This goal may be a significant challenge as my new client has a self-assured, take-charge personality. I believe he should reduce his involvement in routine operational matters. Supporting this goal, I will encourage more delegation of authority.
Frankly, that is my focus. Help my new client determine how to optimize his time. He must focus on more important matters. He should make decisions that offer the most significant payback and the greatest risk reduction. Toward this end, I will encourage him to follow the decision-making model I presented in my June 27 article, an excellent way to begin this engagement. Eventually, when I am successful, I will introduce benefit/cost analysis and probability analysis to aid his decision-making.
It isn’t often that one can see a breakthrough as it happens. I am pleased to have been a small part of this one. You might say that this breakthrough was a breakthrough for me. I was able to nudge this potential client towards a different mindset. So, I can take some gratification in his change of heart. Breakthroughs are fun to experience. I love the exhilaration they create. One breakthrough makes me want to find another one, and then another.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so please leave a comment.
When do I start my exit planning and how much is my company worth? We have gotten these questions for decades, especially from Baby Boomers. Sometimes it comes across casually: “So what do you think, should I start my exit plan 2 years ahead, maybe 3 years ahead?”
They often ask knowing the answer. They are trying to make themselves feel better because they haven’t created an exit plan and they know they should have started it long ago. They don’t know what their company is worth, but often get some outsized value stuck in their mind. If I respond that waiting until 24 months ahead of the sale is ok, they can let themselves off the hook for not having an exit plan or succession plan in place.
We talk to hundreds of business owners.
Some say they are tired and would like to get out. They do not want to put in much more time or invest in building the value of the company. Yet, they are not satisfied with what it is worth today.
Some family businesses have put off building a succession plan for a generation-to-generation transfer. They may feel they have time, or they may feel that their children (children often in their 30’s and 40’s) are “not ready yet”. They may fear losing an income stream as they transition out of the business.
Some are simply working the business, taking no time to develop an exit plan that could dramatically increase the value of the business when it comes time to sell.
If any of these ring true for you, there are many potential solutions to address your concerns and situation. Take the first step and have a conversation with all involved. A good advisory team can help guide those exit plan discussions and provide an objective, experienced perspective. There are so many business exit options.
If you do have just a few years, there are a number of things you can do to optimize your exit and get everyone on the same page. But “2 – 3 years” is NOW, especially if you are a business owner in your 50s, 60s, 70s, or older. You have heard when talking about stocks that you can’t time the market. It’s the same thing for your business. And remember, the sale process itself can take 6 or 9 months to a year or more from start to finish.
With all of what’s going on out there in the world, a plan is critical to monetizing your life’s work! A sudden downturn could keep you captive in your business for another few years as you try to rebuild.
Questions to ask yourself:
Do you know the value of your business? Don’t rely on a value that is some industry multiple or that sounds reasonable or what you’d like. Get professional assistance. This is your life, livelihood, and retirement.
When do you want to be completely or mostly out of the business?
Can you wait out the next downturn? If you are thinking of a 2- to 3-year timeframe, what if the economy slows down? Can you wait another few years to rebuild the value of your business? What do you really need out of the sale?
Do you have a solid plan for what you will do after your exit?
The message is simple: work with your advisors now to get a good understanding of your situation. The more informed you are, the better positioned you will be to create an exit plan that works for you, maximize value and minimize risk. You will leave the legacy that you want, not what others want. You will create your future!
Need to Get an Idea of Where You Stand on Business Value and Your Options?
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Recently I observed a prospective client make a poor decision with far-reaching consequences. Even now, having experienced the repercussions of this decision, he still defends his position. The fundamental issue was about the deployment of his fleet. The result was idled employees due to a lack of transportation. His justification was the cost of gasoline and a driver to move workers to different job sites. I could not have been more shocked having witnessed this situation. Productivity and cash flow were lost or delayed. More importantly, he created angst and resentment among his team members. Not a good thing.
He decided to allow a vehicle to remain idle at a job site. Its only purpose was to move people and their tools. This truck was not available to transport other workers to active job sites. The ultimate irony was that the vehicle in question had a flat tire. It was out of service, creating additional problems at the end of the workday. I can’t help but think that it was poetic justice.
We all know people perpetually fighting problems big and small. Personal and professional. One person I know is always misplacing car keys and cell phones, among other things. It would be an easy fix if she followed the “a place for everything and everything in its place maxim.” This weakness is a minor issue, but it’s only the beginning of more significant problems she creates for herself. Yes, she is a victim of bad habits and more. Her bad habits bleed over into her decision-making process, creating even more significant issues, which steal precious time and resources. Poor decision-making habits result in lost productivity, profitability, and morale.
You should view this post as a wake-up call! It is easy to fall into a pattern of casual decision-making, leading to suboptimal, or worse, disastrous results. I do not mean to offer specific processes or tools, as ample information is available on how to make decisions for a wide range of situations. I want to remind you to create a habit of using a structured decision-making process to achieve better outcomes.
Basic decision-making process
Describe the situation
List factors to consider
Determine key constituents to be affected
List and evaluate alternatives
Select the best outcome
Develop a plan of action, including a communications plan
Execute
Assess and evaluate results
Making good decisions is a habit! Find a process that works for you and employ it consistently. The above eight steps present a basic decision-making framework. However, it does not list a “gut-check” as a part of the process. I do not recommend making decisions based on “gut feel” alone; however, before making a call, check your gut. This step has never let me down! I like to include a gut check toward the end of my process. It has forced me to review my process and reassess my assumptions. Finally, always review to determine how you can improve the quality of your decisions. For more on this subject, I suggest you refer to other articles I have written about developing helpful and productive habits.
One of the most enjoyable aspects of my work is helping clients and colleagues improve their decision-making. It stimulates my intellectual and creative abilities. My interest in making better decisions is born from my early career as a financial analyst and strategic planning executive. Today, my clients are eager to learn new techniques to improve their decision-making abilities. They enjoy the satisfaction of better results from the successful execution of their decisions. Create a decision-making habit for better results and a happier life.
For more information on making better decisions refer to the articles linked below.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber has been hired by The Golf Cap Company to help introduce its new line of Golf Caps.
Bulmaro Vasquez, CEO, and the founder of the Golf Cap Company is proud to offer his creation to individual golfers and to golf course Pro Shops. Mr. Vasquez formed the Golf Cap Company in 2021 in the state of Georgia. The Golf Cap offers a unique style made of cotton fabric to keep the player comfortable in all seasons. It has a second brim on the rear which provides additional protection from the sun. Additionally, this cap makes a unique and elegant fashion statement.
If you are interested in more information about our fine golf cap, email us at GolfCap1234@gmail.com
Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project from start to finish. Your total satisfaction is her primary goal.
On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.
Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.
Sometimes when you least expect it, you may become part of a breakthrough. This past week I experienced a breakthrough. It was fantastic to behold. I think breakthroughs are lovely. I relish the thought of making and being a part of one. What follows is an update to my post of 
