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How Pivotal Experiences Change Us and Our Careers
I feel a deep sense of gratitude for Brigham Young University and its noble purpose. It has been at the very root of my conversion to the gospel and has laid the foundation for my private happiness and my professional progress.
The promised powers of incorporating data into decision-making read like an advertisement: Make decisions better, faster, and more accurately! Minimize uncertainty and maximize returns! Gain agility and accountability! Facilitate innovation and disruption in all the right ways!
Remember that bad acquisition? The one who couldn’t handle the office environment and left all dried up in the middle of busy season? Or that great candidate who needed a lot of attention but really brightened up the place? Acquiring the right office plant has a lot more to do with fit than with the color of your thumb. To cultivate a mutually beneficial working relationship, scan the résumés of these office plants for a skill set that aligns with your organization’s goals.
The stories I have chosen to tell are not easy for me to share. These are not my proudest moments, and I usually prefer to wear my confident, professional persona for public consumption.
It added a slice of humor to Cherie Jones’ day when a co-worker spilled an entire Big Gulp on her keyboard. “I was totally laughing,” she recalls. Her co-worker wasn’t. Jones, a 2001 MAcc graduate and business tax auditor for Loudon County, Virginia, says her colleague panicked as she searched for napkins to salvage the keyboard. Big Gulp or deli sandwich, Jones’ co-worker isn’t the only one whose workstation doubles as an eatery.
At all levels of government, we need more men and women who are willing to speak the truth, face the facts, take a long-term perspective, and prepare our country and its citizens. Many of these challenges are unprecedented in size, scope, complexity, and potential impact.
David Truscott is a do-it-yourself kind of guy. The Washington state native builds his own furniture, does his own home remodeling, and handcrafts violins that fetch upward of $3,000 apiece. What’s more, the violin maker and auditor recently developed an international supply chain that is expected to boost instrument production to nearly $250,000 this year. Not bad for a twenty-four-year-old.
Judith Martin, of Miss Manners newspaper fame, wrote in a recent column, "Question: At what age should children be taught how to eat properly? Answer: In their mid-to late-twenties. Question: What is the best venue for this instruction?
This is the third of a five-part personal financial planning series sponsored by the Peery Institute of Financial Services. The next installment, about getting out of debt, will appear in the Fall 2005 issue.
In finance there’s a well-known problem called the principal-agent conflict. The conflict arises when managers and owners of a firm have different incentives. When that happens, managers may make decisions that benefit themselves at the expense of owners.
A student-initiated fundraiser is reaching new heights at the Marriott School. The second annual Corporate Climb, held 26 March 2005, helped raise more than $12,000 for the school’s annual fund. Participants sprinted up stairs and raced around corners—but not because they were late for class.
Inside the Tanner Building they’re professors who teach finance, ethics, marketing, accounting, and a host of other subjects. But, have you ever wondered what these notable professors do in their spare time?
In an episode of M*A*S*H, Colonel Potter is called to Seoul and leaves Hawkeye in charge. Hawkeye, who instinctively challenges authority, experiences what it’s like to be in charge, and on several occasions, he oversteps his authority. When Potter returns, he sits down with Hawkeye and B.J., who are feuding about B.J. violating one of Hawkeye’s orders. Potter lets the two surgeons go at each other and remains quiet until Hawkeye tries to enlist his support. “Why aren’t you helping me?” Hawkeye asks. “You should be in the middle of this. You’re the commander.”
In a recent conversation with President Gordon B. Hinckley, I described a difficult decision I had made at work—one I should have made sooner. “President, I just wish I were smarter,” I confessed.