Free Essay

Me and You

In: Computers and Technology

Submitted By rodgerick
Words 4440
Pages 18
3
Differentiation
CRUEL AND DARWINIAN? TRY FAIR AND EFFECTIVE

I

F T H E R E I S O N E O F M Y VA L U E S

that really pushes

buttons, it is differentiation. Some people love the idea; they swear by it, run their companies with it, and will tell you it is at the very root of their success. Other people hate it. They call it mean, harsh, impractical, demotivating, political, unfair—or all of the above. Once, during a radio talk show about my first book, a woman in LA pulled off the highway to call in and label differentiation “cruel and Darwinian.” And that was just the beginning of her commentary! Obviously, I am a huge fan of differentiation. I have seen it transform companies from mediocre to outstanding, and it is as morally sound as a management system can be. It works. Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak. Companies suffer when every business and person is treated equally and bets are sprinkled all around like rain on the ocean.
— 37 —

UNDERNEATH IT ALL

When all is said and done, differentiation is just resource allocation, A company has only so which is what good leaders do and, much money and in fact, is one of the chief jobs they managerial time. are paid to do. A company has only Winning leaders invest so much money and managerial time. Winning leaders invest where where the payback is the the payback is the highest. They cut highest. They cut their their losses everywhere else. losses everywhere else. If that sounds Darwinian, let me add that I am convinced that along with being the most efficient and most effective way to run your company, differentiation also happens to be the fairest and the kindest. Ultimately, it makes winners out of everyone. When I was at GE, people discussed differentiation vigorously, but over the years, most people came to strongly support it as our way of doing business. By the time I retired, differentiation was not really a hot topic anymore. The same can’t be said for outside the company! Without a doubt, differentiation receives the most questions I get from audiences around the world. As I said, people tend to love it or hate it, but a pretty large number are just confused by it. If I could change one thing about my first book, it would be to add more pages to the discussion of differentiation, explaining the topic inside and out, and stressing that differentiation cannot—and must not—be implemented quickly. At GE, it took us about a decade to install the kind of candor and trust that makes differentiation possible. But this chapter is not about implementation. It’s about why I believe in differentiation and why you should too.

— 38 —

DIFFERENTIATION

DIFFERENTIATION DEFINED

One of the main misunderstandings about differentiation is that it is only about people. That’s to miss half of it. Differentiation is a way to manage people and businesses. Basically, differentiation holds that a company has two parts, software and hardware. Software is simple—it’s your people. Hardware depends. If you are a large company, your hardware is the different businesses in your portfolio. If you are smaller, your hardware is your product lines. Let’s look first at differentiation in terms of hardware. It’s pretty straightforward and a lot less incendiary. Every company has strong businesses or product lines and weak ones and some in between. Differentiation requires managers to know which is which and invest accordingly. To do that, of course, you have to have a clear-cut definition of “strong.” At GE, “strong” meant a business was No. 1 or No. 2 in its market. If it wasn’t, the managers had to fix it, sell it, or as a last resort, close it. Other companies have different frameworks for investment decisions. They put their money and time only into businesses or product lines that promise double-digit sales growth, for instance. Or they invest only in businesses or product lines with a 15 percent (or better) discounted rate of return (DCRR). Now, I generally don’t like investment criteria that are financial in nature, like DCRR, because the numbers can be jiggered so easily by changing the residual value, or any other number of assumptions, in an investment proposal. But my point is the same: differentiation among your businesses or product lines requires a transparent framework that everyone in the company under— 39 —

UNDERNEATH IT ALL

stands. People may not like it, but they know it and they manage with it. In fact, differentiation among businesses and product lines is a powerful management discipline in general. At GE, the No. 1 or No. 2 framework stopped the decades-long practice of sprinkling money everywhere. Most GE managers in the old days probably knew that spreading money all around didn’t make sense, but it’s so easy to do. There’s always that pressure—managers jockeying and politicking for their share of the pie. To avoid warfare, you give everyone a little slice and hope for the best. Companies also sprinkle money evenly for sentimental or emotional reasons. GE hung on to a marginally profitable central air-conditioning business for twenty years because people thought it was necessary in order to have a full-line major appliance company. In reality, headquarters hated air-conditioning because its success was so dependent on the installers. These independent contractors would put our machines into homes and then drive off, and GE lost control of the brand. Worse, we had a small share of the market and just couldn’t make much money on central air-conditioning. With the No. 1 or No. 2 framework, we had to sell the business, and when we did—to a company that lived and breathed air-conditioning very successfully—GE’s former employees discovered the joy of being loved! Moreover, management attention was no longer diverted to an underperforming business, and shareholders had better returns. Everybody won. Running your company without differentiation among your businesses or product lines may have been possible when the world was less competitive. But with globalization and digitization, forget it. Managers at every level have to make hard choices and live by them.

— 40 —

DIFFERENTIATION

THE PEOPLE PART

Now let’s talk about the more controversial topic, differentiation among people. It’s a process that requires managers to assess their employees and separate them into three categories in terms of performance: top 20 percent, middle 70, and bottom 10. Then— and this is key—it requires managers to act on that distinction. I emphasize the word “act” because all managers naturally differentiate—in their heads. But very few make it real. When people differentiation is real, the top 20 percent of employees are showered with bonuses, stock options, praise, love, training, and a variety of rewards to their pocketbooks and souls. There can be no mistaking the stars at a company that differentiates. They are the best and are treated that way. The middle 70 percent are managed differently. This group of people is enormously valuable to any company; you simply cannot function without their skills, energy, and commitment. After all, they are the majority of your employees. And that’s the major challenge, and risk, in 20-70-10—keeping the middle 70 engaged and motivated. That’s why so much of managing the middle 70 is about training, positive feedback, and thoughtful goal setting. If individuals in this group have particular promise, they should be moved around among businesses and functions to increase their experience and knowledge and to test their leadership skills. To be clear, managing the middle 70 is not about keeping people out of the bottom 10. It is not about saving poor performers. That would be a bad investment decision. Rather, differentiation is about managers looking at the middle 70, identifying people with potential to move up, and cultivating them. But everyone in

— 41 —

UNDERNEATH IT ALL

the middle 70 needs to be motivated and made to feel as if they truly belong. You do not want to lose the vast majority of your middle 70—you want to improve them. As for the bottom 10 percent in differentiation, there is no sugarcoating this—they have to go. That’s more easily said than done; It’s awful to fire people—I even hate that word. But if you have a candid organization with clear performance expectations and a performance evaluation process—a big if, obviously, but that should be everyone’s goal—then people in the bottom 10 percent generally know who they are. When you tell them, they usually leave before you ask them to. No one wants to be in an organization where they aren’t wanted. One of the best things about differentiation is that people in the bottom 10 percent of organizations very often go on to successful careers at companies and in pursuits where they truly belong and where they can excel. That’s how differentiation works in a nutshell. People sometimes ask where I came up with the idea. My answer is, I didn’t invent differentiation! I learned it on the playground when I was a kid. When we were making a baseball team, the best players always got picked first, the fair players were put in the easy positions, usually second base or right field, and the least athletic ones had to watch from the sidelines. Everyone knew where he stood. The top kids wanted desperately to stay there, and got the reward of respect and the thrill of winning. The kids in the middle worked their tails off to get better, and sometimes they did, bringing up the quality of play I didn’t invent for everyone. And the kids who couldn’t make the cut usually found differentiation! I learned other pursuits, sports and otherwise, it on the playground that they enjoyed and excelled at. when I was a kid. Not everyone can be a great ballplayer, and not every great ballplayer
— 42 —

DIFFERENTIATION

can be a great doctor, computer programmer, carpenter, musician, or poet. Each one of us is good at something, and I just believe we are happiest and the most fulfilled when we’re doing that. It’s true on the playground, and it’s true in business.
REASONS TO HATE DIFFERENTIATION—AND NOT

I could spend the next couple of pages explaining all the reasons to love differentiation, but instead I’m going to list the most common criticisms the concept receives. I’m leaving aside “hardware” differentiation here, because it doesn’t get anything like the heat that 20-70-10 does. So here are the criticisms of people differentiation. Some have truth in them, but more often than not, they don’t! Here’s what I mean: Differentiation is unfair because it’s always corrupted by company politics—20-70-10 is just a way of separating the people who kiss the boss’s rear from those who don’t. It is true, without question, that at some companies, differentiation is corrupted by cronyism and favoritism. The top 20 percent are the boss’s head-nodders and buddies, and the bottom 10 percent are the outspoken types who ask difficult questions and challenge the status quo. The middle 70 are just ducking and getting by. That happens and it stinks, and it is a function of a leadership team lacking in brains or integrity or both. The only good thing I can say about a merit-free system like this is that eventually it destroys itself. It collapses from its own weight or has to change. The results just won’t be good enough to sustain the enterprise. Luckily, cases of “differentiation abuse” can generally be pre— 43 —

UNDERNEATH IT ALL

vented by a candid, clear-cut performance system, with defined expectations and goals and timelines, and a program of consistent appraisals. In fact, differentiation can be implemented only after such a system is in place, a process that we will discuss more specifically in the chapter on people management. Differentiation is mean and bullying. It’s like the playground in the worst possible way—weak kids are made into fools, outcasts, and objects of ridicule. I’ve heard this one a hundred times, and it really drives me crazy because one of the major advantages of differentiation is that it is good and fair—to everyone! When differentiation is working, people know where they stand. You know if you have a strong shot at a big promotion or if you need to be looking for other opportunities, inside or outside the company. Maybe some information is hard to swallow at first, and yes, “bad” news often hurts, but soon enough, like all knowledge, it’s power—in fact, it’s liberating. When you know where you stand, you can control your own destiny, and what is more fair than that? Interestingly, when people raise this criticism with me at speaking engagements, I often ask them a question back. I ask if they ever received grades in school. Naturally, everyone says yes. I then ask, “Did you think getting grades was mean?” “Well, no,” they usually say. Sometimes grades sting, but kids somehow always live through it. And grades have a way of making everything pretty clear. Some people graduate and go on to be astronauts or research scientists or college professors, others become marketing managers or advertising executives, and still others become nurses,chefs,or even professional surfers.Grades,in fact,guide us, telling us something about ourselves that we need to know.
— 44 —

DIFFERENTIATION

So why should we stop getting grades at age twenty-one? To prevent meanness? Please! Corollary: I’m just too nice to implement 20-70-10. Usually, people with this complaint about differentiation assert that differentiation, as a managerial system, does not value people who add intangible things to a business, like a “feeling of family” or “humanity” or “a sense of history.” And we all know of organizations that continue to employ underperformers for a long time mainly because they are really nice individuals. I fully understand not wanting to manage out somebody nice. But the fact is protecting underperformers always backfires. First of all, by not carrying their weight, they make the pie smaller for everyone. That can cause resentment. It’s also not what you could call fair, and an unfair culture never helps a company win; it undermines trust and candor too much. The worst thing, though, is how protecting people who don’t perform hurts the people themselves. For years, they are carried along with everyone looking the other way. At appraisals, they are vaguely told they are “great” or “doing just fine.” They are thanked for their contributions. Protecting underThen a downturn occurs, and performers always layoffs are necessary. The “nice” underperformers are almost always the backfires. The worst first to go, and always the most sur- thing, though, is how prised, because no one has ever told protecting people who them the truth about their results, or don’t perform hurts the lack thereof. The awful thing is that this often happens when the under- people themselves. performers are in their late forties or
— 45 —

UNDERNEATH IT ALL

fifties; they’ve been carried along for most of their careers. Then suddenly, at an age when starting over can be very tough, they are out of a job with no preparation or planning and a kick in the stomach they may never get over. They feel betrayed, and they should. As harsh as it may seem at first, differentiation prevents that tragedy because it is based on performance measures that really count. That’s why I believe you are never “too nice” to implement 20-70-10, only too cowardly. Differentiation pits people against one another and undermines teamwork. Try telling that to Joe Torre! The New York Yankees function perfectly well as a team (much to the dismay of Red Sox fans like myself, I might add) with a highly transparent system of differentiation in place. Stars are lavishly rewarded; underperformers are shown the clubhouse exit. And if that’s not enough to make a system of differentiation perfectly clear, the players’ salaries are very public! You can have no doubt that differentiation is going on when some team members make $18 million a year, and others wearing the same uniform make the Major League minimum of $300,000. And yet everyone pulls together for the team to win. Alex Rodriguez loves the thrill of hitting a grand slam home run, but I’m sure it feels a lot better to him when the Yankees win. In July 2004, Derek Jeter made the catch of the year, diving into the stands and coming up with a black eye and a cut face, a photo of which graced every newspaper in New York. A lot of the pain had to be relieved when the Yankees won, coming from behind in the thirteenth inning, in one of the great baseball games of all time.
— 46 —

DIFFERENTIATION

Without question, these two stars love to excel for their own Differentiation rewards sakes. But you can bet it is always those members of the more fun and exciting when the team who deserve it. team wins. Their teamwork is a testament to two other things. First, great leadership. Joe Torre obviously understands the challenges of managing in a differentiation environment. Second, the cohesiveness of the Yankees, and of so many other sports teams, shows the positive impact of an open, honest management system built on candid performance assessments and aligned rewards. In that way, differentiation doesn’t undermine teamwork, it enhances it. In business, there probably would be pandemonium if companies started publishing everyone’s salary, and I’m not advocating that here. And yet, people always seem to know what their coworkers are making, don’t they? That’s why they get mad when everyone on a team gets rewarded the same way when only a few people have done the work. They feel cheated and wonder why management can’t see the obvious—that not every team member is created equal. Differentiation rewards those members of the team who deserve it. By the way, that annoys only the underperformers. To everyone else, it seems fair. And a fair environment promotes teamwork. Better yet, it motivates people to give their all, and that’s what you want. Differentiation is possible only in the United States. I wish I could implement it, but because of our cultural values, the people in my country simply won’t accept it.

— 47 —

UNDERNEATH IT ALL

I have heard this critique of differentiation since its earliest days at GE, when one of our managers explained that 20-70-10 couldn’t be implemented in Japan because in that culture politeness was valued far more than candor. Since then, I have heard the nationalculture excuse from people in hundreds of companies in dozens of nations. Recently, managers in Denmark told us that their country values egalitarianism too much for differentiation to be widely accepted. We’ve heard that case made in France too. A manager at a meeting in Amsterdam told us last year that there was too much “Calvinism in Dutch bones” for the system to work in the Netherlands. I guess the manager believed all rewards come only in Heaven, if you’re chosen to get there! And in China we heard that differentiation is a long time coming because in most stateowned enterprises—still more than 50 percent of the economy despite market reforms—many of the best jobs and rewards go to the most loyal members of the party whether they are the most talented or not. Basically, I think the excuses we hear about differentiation’s cultural obstacles are just that—excuses. At GE, we couldn’t have a company where differentiation existed only in our U.S. operations. First of all, we just believed too much in differentiation’s Once we made the case effectiveness. But we also knew for differentiation and that having differentiation only in we linked it to a candid the United States would have been unfair and confusing, especially for performance appraisal the businesses with both U.S. and system, it worked as global divisions, and for the people well in Japan as it who moved around the world for did in Ohio. us. We decided early on that we would push through differentia-

— 48 —

DIFFERENTIATION

tion everywhere we did business, dealing with whatever cultural issues that confronted us. Then an amazing thing happened. Very many cultural issues didn’t confront us. Once we made the case for differentiation and we linked it to a candid performance appraisal system, it worked as well in Japan as it did in Ohio. In fact, people who at first thought it could never work in their country came to support it strongly for its honesty, fairness, and clarity. As I mentioned, very often when I get the comment “We can’t have differentiation in my country,” it comes from managers who admit they themselves support the approach. Their resistance grows out of the assumption that their people will object based on cultural values. My advice to them is to move slowly but go for it anyway. They will be surprised that they are not alone because differentiation, once in practice for a while, makes its own case in any language. Differentiation is fine for the top 20 percent and the bottom 10 because they know where they are going. But it is enormously demotivating to the middle 70 percent, who end up living in an awful kind of limbo. Again, an element of truth in this complaint. The middle 70 percent is the hardest category to manage in differentiation. The biggest problem comes with the individuals in the top tier of the 70 percent because they know they are not a whole lot different from the top-20 performers, and often a whole lot better than the bottom tier of their own “guard.” And yes, that can be enervating, and sometimes talented middle-70 people leave because of it. The silver lining to this difficult situation is that the existence of a middle 70 forces companies to manage themselves better. It

— 49 —

UNDERNEATH IT ALL

forces leaders to scrutinize people more closely than they would ordiWhile being in the narily and to provide more consismiddle 70 percent can be tent, candid feedback. It pushes demotivating to some companies to build training centers people, it actually revs the that really make a difference. For instance, before differentiation, our engines of many others. Crotonville, New York, training center was often used in the 1970s as a warehouse where businesses could afford to send their underperformers. It was like a way station on the road to early retirement. The rigor of 20-70-10 helped us change that. We turned Crotonville into a place where the top 20 and the best of the middle 70 talked about ideas, debated our approach to business, and got to know and understand one another a lot better. And since senior management spent several hours with each class, it also gave us a rough idea as to just how rigorously differentiation was being practiced in the field. Another piece of silver lining is that while being in the middle 70 percent can be demotivating to some people, it actually revs the engines of many others. For the people in the top 20, for instance, the very existence of a middle 70 gives them yet another reason to pull out all the stops every day. They have to keep getting better to keep their high standing—what a rush that can be! After all, most people want to improve and grow every day. For a lot of people in the middle 70, getting better is energizing too. Getting into the top 20 gives them a tangible goal, and having that goal makes them work harder, think more creatively, share more ideas, and, overall, fight the good fight every day. It makes work more of a challenge and a lot more fun.

— 50 —

DIFFERENTIATION

Differentiation favors people who are energetic and extroverted and undervalues people who are shy and introverted, even if they are talented. I don’t know if it’s good or bad, but the world generally favors people who are energetic and extroverted. That’s also something you learn young, and it’s reinforced in school, at church, at camp, in clubs, and usually at home too. By the time you get to work, if you are still shy and introverted and somewhat low in energy, there are professions and jobs where those characteristics are advantageous. If you know yourself, you will find them. This criticism of differentiation, which I hear now and then, is not really about differentiation, but about society’s values. I might add that in business, energetic and extroverted people generally do better, but results speak for themselves, loud and clear. Differentiation hears them. ■ If you want the best people on your team, you need to face up to differentiation. I don’t know of any people management system that does it better—with more transparency, fairness, and speed. It isn’t perfect. But differentiation, like candor, clarifies business and makes it run better in every way.

— 51 —

Copyright

WINNING. Copyright © 2005 by Jack Welch, LLC. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, down-loaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission of PerfectBound™.

PerfectBound™ and the PerfectBound™ logo are trademarks of HarperCollins Publishers, Inc. Adobe Acrobat eBook Reader March 2005 ISBN 0-06-079621-9 Library of Congress Cataloging-in-Publication Data Welch, Jack, 1935Winning / Jack Welch with Suzy Welch.–1st ed. p. cm. Includes index.

About the Publisher Australia HarperCollins Publishers (Australia) Pty. Ltd. 25 Ryde Road (PO Box 321) Pymble, NSW 2073, Australia http://www.perfectbound.com.au Canada HarperCollins Publishers Ltd. 55 Avenue Road, Suite 2900 Toronto, ON, M5R, 3L2, Canada http://www.perfectbound.ca New Zealand HarperCollinsPublishers (New Zealand) Limited P.O. Box 1 Auckland, New Zealand http://www.harpercollins.co.nz United Kingdom HarperCollins Publishers Ltd. 77-85 Fulham Palace Road London, W6 8JB, UK http://www.uk.perfectbound.com United States HarperCollins Publishers Inc. 10 East 53rd Street New York, NY 10022 http://www.perfectbound.com

Similar Documents

Premium Essay

Catch Me If You Can

...CATCH ME IF YOU CAN SEC 1 of NIL states the requirements of an instrument to be negotiable. SEC 185 of NIL defined a check that is a bill of exchange drawn on a bank payable on demand. Frank Abagnale Jr. uses forges payroll checks from PanAm Airlines. Cashier’s check means that it is drawn by the cashier of a bank upon the bank itself, payable on demand to the payee and it is accepted practice in the business sector that a cashier’s check is deemed as cash. Frank uses this kind of check in order to cash it immediately by the teller because it is deemed trusted by the banks. SEC 7 of NIL defined some instances when an instrument is payable on demand. Check is payable upon demand at sight or on presentation of the payee to the bank. SEC 8 states instances when it is payable to order. Check is payable to order of a payee who is not maker, drawer or drawee. SEC 22 states that infants may incur no liability except where he is guilty of actual fraud. Frank is 17 a minor and the courts decided that he is actually guilty of fraud and sent him to jail. SEC 23 defined forgery is meant the counterfeit-making or fraudulent alteration of any writing with the intent thereby to defraud. Frank counterfeits payroll checks and cashier’s checks and presents it to the beautiful tellers to use his charm in order to cash the check. SEC 24 states that the presumption of consideration in the instrument is prima facie and SEC 25 defined a value which is any consideration given to support a simple...

Words: 365 - Pages: 2

Premium Essay

Catch Me If You Can

...Catch Me if You Can: An Entertaining Roller Coaster Ride Imagine having the ability to become an airline co-pilot, a doctor, and a lawyer all before turning the age of twenty-one. Well believe it or not; this became a reality for Frank Abagnale Jr. as he infiltrated the system in the 1960’s. The Steven Spielberg directed movie “Catch Me if You Can” brings out this true story, in which a sixteen year old runaway Frank Abagnale Jr. (played by Leonardo Dicaprio) began his “brilliant three year run as a master of deception” (Hollywood.com). In this three year stint, he also forges over a million dollars of fake checks across the country, creates several aliases for himself, and manages to become the youngest person on the FBI’s Most Wanted list. Carl Hanratty, an FBI Bank Fraud Agent (played by Tom Hanks) engages with Abagnale Jr. in what Starpulse.com calls a “a highly enjoyable cat-and–mouse escapade.” After Frank Abagnale Jr. was eventually caught, Carl Hanratty realized that Abagnale’s check-savviness could be a benefit to his department in the FBI. He later went on to have a successful career as an FBI Agent in Check Fraud, instead of facing a timely prison sentence. The movie flows well due to a plethora of acting skills, well-written dialogue, and an entertaining back and forth battle that Abagnale Jr. encounters with Hanratty and also within himself. “Catch Me’s acting shines,” Hollywood.com raves. The movie contains a respectable and veteran class of Hollywood talent...

Words: 1106 - Pages: 5

Free Essay

Catch Me If You Can

...Frank Abagnale was an intelligent man. One of the most successful con men in history, Frank lived as a pilot, doctor, lawyer and an FBI agent all before his 21st birthday. His primary technique was defrauding banks using different fake check schemes eventually amounting to over 2.5 million dollars. Along with a friend, Frank wrote his story which was later turned into an autobiographical film starring Leonardo DiCaprio and directed by Steven Speilberg. Much of what Frank accomplished in the film defied believability. Throughout the film Frank is creating different identities to try and make some money, but even though his name is changed his personality seems to remain the same. From the beginning his father, Frank Sr., is a huge role model for him and becomes the source of Frank’s longing for acceptance and appreciation. Once his parents are divorced Frank just wants everything to be ok and to have the perfect family back together, no matter the cost. In his eyes, his father just needs to win his mother back with a better life and material things when in reality, the relationship has been over for quite some time, a truth made clearly evident by his mother’s affair. Unable to deal with the stress of choosing which parent to live with, Frank runs away and soon realizes he needs to find a way to make money quickly. He first begins to create fake checks at different banks, scamming them out of hundreds of dollars and eventually realizing he needs to find a different...

Words: 1230 - Pages: 5

Premium Essay

Cath Me If You Can

...nk Abagnale was an intelligent man. One of the most successful con men in history, Frank lived as a pilot, doctor, lawyer and an FBI agent all before his 21st birthday. His primary technique was defrauding banks using different fake check schemes eventually amounting to over 2.5 million dollars. Along with a friend, Frank wrote his story which was later turned into an autobiographical film starring Leonardo DiCaprio and directed by Steven Speilberg. Much of what Frank accomplished in the film defied believability. Throughout the film Frank is creating different identities to try and make some money, but even though his name is changed his personality seems to remain the same. From the beginning his father, Frank Sr., is a huge role model for him and becomes the source of Frank’s longing for acceptance and appreciation. Once his parents are divorced Frank just wants everything to be ok and to have the perfect family back together, no matter the cost. In his eyes, his father just needs to win his mother back with a better life and material things when in reality, the relationship has been over for quite some time, a truth made clearly evident by his mother’s affair. Unable to deal with the stress of choosing which parent to live with, Frank runs away and soon realizes he needs to find a way to make money quickly. He first begins to create fake checks at different banks, scamming them out of hundreds of dollars and eventually realizing he needs to find...

Words: 347 - Pages: 2

Premium Essay

Catch Me If You Can Case Study

...Introduction ‘Catch Me If You Can’ is a movie based on true story about a boy named Frank William Abagnale Jr. During Frank early teen years in the 1960s, after I.R.S. Investigate his father financial affairs, the family lost their home and this lead to divorce between Frank parents. When lawyer ask Frank to decide who he want follow after his parent divorce, he decided to run away, at this time, he just 16 years old. While on the run, Frank impersonates a pilot, doctor and even a lawyer to make money. While him impersonating others, he also cash multiple forged cashier’s checks, as the amount getting higher and higher, FBI agent Carl Hanratty get assigned to this case to find the criminal. The movie follow Frank adventures and constant running from FBI which start with impersonate a pilot. After impersonate as a pilot, he manage to become an emergency room supervisor at a hospital with a fake certificate from Harvard Medical School, at here he get to know Brenda and plan to married her, when he meet her parents, he says that he has passed bar exam at California before and become assistant prosecutor of Brenda dad’s until he get caught at age 19 by Carl when Carl found out he print real checks at Monrichard. After he get caught , he served in prison for few years and then start to working with FBI to help in catching other check forging criminal, he also helps in developing the design of current checks to make it more difficult to forge . Frank William Abagnale Jr is a very...

Words: 3367 - Pages: 14

Free Essay

Dave Matthews Band

...Whether I am happy, sad, or mad, The Dave Matthews Band’s album “Big Whiskey and the GrooGrux King” always lifts my spirits and puts me in a better mood; their songs are inspirational. One of the songs that touch me the most is called “Funny the Way It Is”. This song is about the good and bad things going on in the world. The point being made is that even though many wonderful things are happening, bad things are occurring at the exact same time. “Funny the way it is, if you think about it/ One kid walks 10 miles to school, another's dropping out/ Funny the way it is, not right or wrong/ On a soldier's last breath, his baby's being born/ Funny the way it is, not right or wrong/ Somebody's broken heart become your favorite song/ Funny the way it is, if you think about it/ One kid walks 10 miles to school, another's dropping out” Not only does it discuss the fine times and poor times in life, but also how people take the privileges they have for granted. While kids say they hate school and drop out, there are others that appreciate an education and will do anything to get it, such as walking ten miles to school. Basically, the song tells listeners that there are so many ironic moments happening every minute of every day and people do not even realize it. I love this song’s message and the realness of it. Another one of my favorite songs is called “You...

Words: 803 - Pages: 4

Premium Essay

Me and You

...become a Pediatrician, and then I thought about becoming a psychologist to counsel young kids with their problems. For me I never really wanted to counsel people because I feel like counseling someone is just telling them more about the problems that they already know they have. I took the time out to interview a day care provider because I felt that maybe having to deal with the same kids all day everyday would help me get to know them and guide them as they got older. The day care provider’s name is Jalisha Jerome. Here are some of the things that I asked her and her responses. Q 1: What is the name of your business? A: The name of my business is Just say Kids. Q 2: How long have you had your business for? A: .Just Say kids has been in operation since May 28, 1995. Q 3: What exactly is your business? A: Just Say Kids is a licensed family child care pre-school program. Q 4 : How did you get into your business ? A: I got into the child care business when I was attending UCLA through a girlfriend of mine. I was in between jobs at the time because of all the schedule changes that occur when you go to college and Tiffany told me that the director was looking for a child care assistant. I interviewed for the position and that’s where it all started. Through that business I learned everything about how a high quality program is ran. Q 5: Why did you decide to open up your own child care business? A: I decided to go into business for myself because I felt like I had...

Words: 1323 - Pages: 6

Premium Essay

You and Me

...Business Administration Major in Management Accounting. I am due to graduate this coming March 2014. My training at the university requires adaptability and creative use of the resources in the business world. I have a range of administrative skills and experience to match the position you describe, including: a) hands-on experience with a range of office programs including Microsoft Word and Excel and the ability to learn new applications with confidence and ease. b) experience in working in an office environment gained through my On-the-Job training experience program. c) the ability to learn new tasks and adapt my skills to a range of work situations, and d) impeccable attention to detail and the ability to complete tasks quickly and efficiently. I feel, therefore, that I have not only the experience that you are looking for, but a number of other invaluable skills which would benefit me in this position. Enclosed is my resume for your review. I can be reached anytime via email at youremail@email.com or my cell phone number, 09123456789. Thank you for your time and consideration. I look forward to speaking with you about this employment opportunity. Thank you for any consideration Very truly yours, YOUR NAME HERE...

Words: 258 - Pages: 2

Free Essay

You by Me

...Tomeic 14 January 2013 Purpose: My Cultural Heritage Bahamas I. Introduction A. Attention Material: What is the Bahamas to you? B. Tie To Audience: To you, it may be a vacation spot, a business trip or a sweet escape? C. Credibility Statement: Too me, the Bahamas is who I am, it’s my home. D. Thesis: What may be just a getaway to some people, is the place that made me who I am today, a great athlete, a beauty queen and most of all a humble and very sincere person. 1. School life for me was very different in the Bahamas from America. We wore red and white uniforms with black shoes and frilly socks. 2. Gjffrvfvvvc q vbffd gfearth science. 3. The same teacher, taught all subjects in one class and we were allowed two recesses. Transition: As a child I played catch n freeze, which I think helped me become a great athlete. 1. In my country I was known as the fastest sprinter of my age category. 2. Every year there would be an array of athletic competitions; of course this was my favorite time because I would always shine by coming in 1st place at each sprinting event. 3. Besides being the fastest sprinter I ran marathons and played softball. I was an all around athlete. Transition: I lived in a neighborhood called Beverly Hills. 1. In order to get to my house, there was this huge hill you had to go over which is part of the reason we called it Beverly Hills, but it was mostly because of the two story homes. 2. Every...

Words: 478 - Pages: 2

Free Essay

Me and You

...mind and openly travels with the body. Because you fear, God the Satisfaction does not hear you and God the Perfection does not near you. If fear knows how to grow quickly, then love knows how to glow soulfully, convincingly and perfectly. - Sri Chinmoy    Jealousy has  Frightening eyes.  Jealousy has  Grinding teeth.  Jealousy has  A cunning face.   Jealousy can live  Without a mind,  Without a heart,  Without a soul,  Even without God. Human jealousy  And divine Ecstasy Are eternal strangers. Jealousy  Is an aggressive boxer,  A repulsive dancer,  A hopeless singer  And a useless storyteller.   Jealousy,  Before you entered  Into my life,  I was the world's  Richest prince.  Now that you are in me And I am for you,  I have become  The poorest street-beggar. Jealousy,  You are my constant Nightmare-mind.  You are my constant  Love-absence-heart.   Shortest is the distance  From jealousy to hell.   Jealousy,  You are your own  Ultimate  Self-destructive-indulgence. HOPE IS THE THING WITH FEATHERS By: Emily Dickinson   "Hope" is the thing with feathers That perches in the soul And sings the tune without the words And never stops at all, And sweetest in the gale is heard; And sore must be the storm That could abash the little bird That kept so many warm. I've heard it in the chillest land And on the strangest sea, Yet never, in extremity, It asked a crumb of me....

Words: 284 - Pages: 2

Premium Essay

Me and You

...A FEW ANSWERS TO QUESTIONS YOU MAY ALREADY HAVE How can I find determine what training is required of me and my investigators? ▪ The OHSRP website: https://federation.nih.gov/ohsr/nih/investigator-training.php, divides training by type of research conducted. Training curricula are specified as Clinical Research, Epidemiological and Social Behavioral Research, and Basic Science Research. ▪ Each type has a link associated with it that when accessed, instructions are given, required courses and Just-in-Time/optional courses are listed, and the training links to each course are provided. ▪ Just-in-Time CITI courses may be required by the IRB or PI if an investigator is conducting research involving certain specialized areas, but are otherwise optional (e.g. GCP courses are optional, for research staff who do not conduct FDA-regulated research.) IRBs or PIs may also require Key Research Personnel to complete these courses. . How do I choose between the CRT, CITI Biomedical and the NIH CC Ethics course? ▪ CITI courses offer a “test-out” option. If you achieve a score of 80%, you will not be required to take the full course. ▪ CITI also offers the option to take the full course with CMEs (fee required). ▪ The NIH CRT can be accessed without an NIH login. ▪ The Ethical and Regulatory Aspects of Clinical Research course is an in-person course offered annually by the CC Bioethics Department. It can be taken as the primary...

Words: 967 - Pages: 4

Free Essay

For Me, You and You

...Tan Sri Dato Dr Robert Kuok has been the 33rd richest person in the world, Over taking Tan Sri Dato Dr Yeoh Tiong Lay (YTL) , Dato Ananda Krishnan and Dato Brian Tan. Kuok's father arrived in Malaya from Fujian, China at the beginning of the 20th century, and Robert was the youngest of three brothers, born on 6 October 1923, in Johor Bahru. He claims he began in business as an office boy, and later started a business with relatives' support. [2] In fact, upon graduation, he worked in the grains department of Japanese industrial conglomerate Mitsubishi between 1942 and 1945 Kuok senior died in 1948, and Kuok and his two brothers founded Kuok Brothers Sdn Bhd in 1949, trading agricultural commodities. Under the new post-colonial government, Kuok started in the sugar business alongside the government. In 1961, he made a coup by buying cheap sugar from India before the prices shot up. He continued to invest heavily in sugar refineries, controlled 80% of the Malaysian sugar market with production of 1.5 million tonnes, equivalent to 10% of world production, and so earned his nickname "Sugar King of Asia". In 1971, he built the first Shangri-La Hotel, in Singapore. His first foray into Hong Kong property was in 1977, when he acquired a plot of land on the newly reclaimed Tsim Sha Tsui East waterfront, where he built the second hotel, the Kowloon Shangri-La. In 1993, his Kerry Group acquired a 34.9% stake in the South China Morning Post from Murdoch's News Corporation. His companies...

Words: 540 - Pages: 3

Free Essay

Me or You

...Jay-Z Makes Hint That Beyonce May Be Pregnant With Second Child, During Paris Concert The Huffington Post UK Posted: 14/09/2014 09:34 BST Updated: 5 hours ago They've been weathering reports for months that their union is in its last weeks, days, hours, with only the thought of the massive cheque they'll share at the end of their joint tour keeping Jay-Z and Beyonce on the road together. Now, however, it seems there are some happier rumours flying around, after, according to spectators, Jay-Z changed the lyrics in one of his hit songs 'Beach is Better', rapping instead, "Cos she pregnant with another one." Is there another one on the way for Beyonce, Jay-Z and Blue Ivy? Could this be his way of slyly tipping the wink that the pair are expecting their second child, a little sibling for toddler daughter Blue Ivy? Fans will be crossing their fingers, as nobody wants these two to split up - they're unarguably the most powerful, charismatic couple in the music business right now. Earlier in the summer, there were all sorts of reports that the pair had taken to travelling separately, and that Beyonce was on the hunt for a new home in New York. And of course, there was the elevator debacle involving her sister Solange, filmed giving Jay-Z a good kicking, an incident for which, according to the brushed-down participants, "each has taken their responsibility". Then, Beyonce's father and former manager Mathew Knowles chipped in, helpfully, calling all the split rumours "a Jedi...

Words: 335 - Pages: 2

Premium Essay

Me and You

... The Australian Nursing and Midwifery Council, also known as ANMC, (cited in Kralik & van Loon 2008, p. 76) define professional boundaries as ‘the limit of a relationship between a nurse and an individual or between a nurse and any significant other persons, which facilitates safe and therapeutic practice and results in safe and effective care’. In regards to nursing, the ANMC (cited in Levett-Jones & Bourgeois, 2009, p. 103) advocates that professional boundaries are related to the responsibility, performance, morals and actions from the nurse and must be maintained when working with vulnerable individuals. This essay is an example of a student's work Disclaimer This essay have been submitted to us by a student in order to help you with your studies. This is not an example of the work written by our professional essay writers. Essay Writing Service Essay Marking Service Example Essays Who wrote this essay Place an Order Get a Quote To ensure a professional environment between the nurse and patient, a code of conduct, as well as a set of policies and ethics, are put in place. Daly, Speedy & Jackson (2006, p. 131) states that nursing ethics can be...

Words: 1260 - Pages: 6

Free Essay

You and Me

...TABLE OF CONTENT PART A 1.0 INTRODUCTION2 1.1 What is the company? 1.2 Products and Brands 1.3 Targeted Consumers 1.4 Reasons of Choosing The Product PART B 2.0 CONSUMER PSYCHOLOGY FACTOR5 2.1 Consumer Individual Factor 2.2 Motivation and Goals 2.3 Brand Personality 2.4 Consumer Imaginery PART C 3.0 MESSAGE APPEALS17 PART D : SUGGESTIONS ……………………………………………………………………20 PART E : CONCLUSION …………………………………………………………………….21 1.0 INTRODUCTION  5 Gums is a brand of sugar-free chewing gum that is manufactured by the Wrigley Company. The name "5" hints at the five human senses with the ad slogan "Stimulate Your Senses" and "Everybody Experiences it Differently”. 5 gum was introduced to United States markets in March 2007, in Canada in January 2008, in Russia, Europe and Australia in 2009, in China, India, Italy, Israel, Thailand, and Malaysia in 2010 . As what had been mentioned earlier, 5 Gums is a chewing gum brand which was established in Malaysia since 2010. The sophisticated element carried by the company had made many Malaysian really eager on what is exactly 5 Gums is all about plus the pro and con. 1.1 What is the company? Wrigley Company is the one which is responsible in creating this 5 Gums all over the world and was established by William Wrigley Jr. Wrigley is a recognized leader in confections with a wide range of product offerings including gum, mints, hard and chewy candies, and lollipops. With operations in approximately 50...

Words: 7286 - Pages: 30