Your Online Center of  Excellence For Mastering Change in the 21st Century

 

Coming soon

Participate in a wiki site on

"Change Management and Systems" http://westbrookstevens.wetpaint.com/

Home ] Phase 1 - Excellent Management ] PM Support ] BA Support ] Applied Stats Support ] Phase 2 - Strategy ] Phase 3 - Drivers of Change ] Phase 4 - Systems Engineering ] Phase 5 - Change Management ] About_Us.htm ]

 

Site Map

of

Business Concepts

 

The 5 Phases of Mastering Change

 

Westbrook Stevens Linked Business Models

Symptom Checker

Research Links

Problem Solving Tools

 

The WBS Assistant

Newsletter


Phase 1

Phase 1

Excellent Management


Step 1 - Leadership

 

Vision & Mission
Situational Leadership
Christian Leadership

 

Step 2 - Culture

 

Lifelong Learning

Communicating

Diverse Culture

Written Communications
Gung Ho Culture
Conflict Management

Conflict Resolution

Building Relationships


Step 3 - Customer Focus

 

Step 4 - Team Building
 

Step 5 - Problems Solving

 

Business Analyst

Business Intelligence

Configuration Management

Flow Charts
Force Field
Genba Kanri

Lean
Project Management

Portfolio Management

PMO

Root Cause
Selection Tools

Statistical Tools

TRIZ


 

Step 6 - Continuous Improvement
 

Step 7 - Performance Measures

 

 

Project Goals by Process

Project Management

Empowerment Layers

Problems Solving

 1 to 1 Selection Tool

Flow Charts


Phase 2

 

 

Phase 2

Storms of Chaos

 

Step 1 - Waves

Forecasting Trends

 

Step 2 - Lightning

Managing Risks
 

Step 3 - Buoyancy

Building Relationships
 

Step 4 - The Storm

Winning Competition

 

Step 5 - The Ship

Leading Your Ship

 


Phase 3

 

 


Phase 3

Drivers of Change

 

Step 1 - External Environment
 

Step 2 - Building People

Human Resources

Step 3 - Organizational Structure

Step 4 - Internal Environment
 

Step 5 - Systems Thinking

 

Employee Retention

Future Organization


Phase 4

 

 

Phase 4

Systems Loops

 

Open System

 


Phase 5

 

 

Phase 3

3 Phases of Change

 

Step 1 - Before the Change

Step 2 - During the Change
 

Step 3 - After the Change

 

 

 

 

Geronimo Stone

 

 

 

His Music, His Love, and the

Mobile of Excellent Management

 

 

 

 

 

 

 

 

By

Craig A. Stevens

and

Michael Moore

 

 

 

 

 

Llumina Press

 

 

 


 

© 2006 Westbrook Stevens, LLC

 

 

 

All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from both the copyright owner and the publisher.

 

Requests for permission to make copies of any part of this work should be mailed to Permissions Department, Llumina Press, PO Box 772246, Coral Springs, FL 33077-2246

 

 

ISBN: 1-59526-571-6  PB

           1-59526-572-4  HC

           1-59526-573-2  E-book

 

Printed in the United States of America by Llumina Press

 

PCN


 

 

 

Acknowledgements

 

 

Hello, I’m Craig Stevens and I want to thank you for taking the time to review this book. I hope you enjoy it as much as I do. Over the years, many people have contributed to the development of these concepts and the writing of this book. I would like to thank the following people:

Our Lord and Savior Jesus Christ who inspired us.

Michael Moore helped to formulate many of the scenarios found in the story. He also provided much of the music industry color and details. A special thank you to Don Kammerer, friend, music business executive, and authority on the Blues for leading us up "Highway 61."

My parents laid the foundation of excellence in showing me the proper way to care for their subordinates and provide quality to their customers. My wife Denise (entertainment attorney and our agent) for helping add realism. And our four kids who make life interesting.

 

Dr. Jerry Westbrook first introduced me to many of the concepts found here, (read more about the history in the final chapter).

 

Theresa Heflin author of the Love Letters From God series invested in the publishing and provided a great deal of encouragement. Read more about her books at –

http://www.westbrookstevens.com/theresa_heflin.htm.

 

Dave Ott volunteered many hours of review and encouragement.

 

Several dozen technical, editing, management professionals, and mentors have read and critically reviewed several versions of this manuscript.

 

Professors and fellow students from University of Alabama Engineering Management, Industrial, and Systems Engineering, PhD program helped to formulize some of the earlier concepts.

 

Many of my students and colleagues from Vanderbilt University’s Electrical Engineering and Computer Science Department, Management of Technology Program helped to perfect some of the research.

 

Many of my students and colleagues from Trevecca Nazarene University, Management of Human Relations Department helped to debate some of the issues related to the linked management models.

 

Many of my students and colleagues from the University of Phoenix’s MBA program helped by debating the applications of the Mobile of Excellent Management.

 

Many corporate and governmental professionals have invested time in learning the concepts and helping apply them. Colleagues from SAIC helped to introduce me to the real world of consulting. Contemporaries from The American Management Association (AMA) helped teach me better ways to explain these concepts, while I taughtgorking m t you know who your customer isional cuture. vices obsolete before our competitors do.  as one of their facilitators.  The associates at Westbrook Stevens, LLC helped to perfect the application of these concepts (www.westbrookstevens.com).

 

Contact us at GeronimoStone@westbrookstevens.com if you have questions or comments.

 

Table of Contents

 

 

Foreword

Chapter 1:      The Takeover

Chapter 2:      Confirmation or Confrontation

Chapter 3:      Confirmation

Chapter 4:      The Guiding Hand

Chapter 5:      Understanding the Guiding Hand

Chapter 6:      State of the Company

Chapter 7:      The Cable that Holds Us Together

Chapter 8:      It’s all About the Blues

Chapter 9:      Center of Focus

Chapter 10:    Taking It to the People

Chapter 11:    The Power behind the Company

Chapter 12:    The STAR Wars

Chapter 13:    The Team’s Tool Box

Chapter 14:    Rader Ups the Ante

Chapter 15:    Progress

Chapter 16:    Continuous Progress

Chapter 17:    A Measure of Success

Chapter 18:    Bad News 

Chapter 19:    Missing

Chapter 20:    Aftermath

Afterword, It’s All About Change

 

Foreword

 

 

Geronimo Stone is a fast-paced story about the hostile takeover of a family-owned record company. Embedded in the story is a new model for moving any modern organization toward excellent management, called “The Mobile of Excellent Management.” This mobile is a graphical tool that illustrates the seven basic concepts that all organizations must master to stay competitive in our rapidly changing business environment.

Our story begins as the founder and patriarch of Geronimo Stone Records dies from a mysterious illness, leaving his family with the choice of whether to rebuild the label or to sell the label to its largest competitor, Behemoth Records. They know that Behemoth only wants it as a “vanity” label, and that they would dismantle those things that made it one of America’s artistic treasures. However, the family is not sure whether they have the resources to rebuild, or whether they would fail trying.

It was Geronimo’s vision and with his death, they’re just not sure they can pull it off. That is, until they find the packages explaining this “Mobile” that Geronimo left them. The Mobile explains exactly how they can return Geronimo Stone Records to being the powerhouse it once was.

Join Geronimo’s family and learn to master these Seven Attributes of Excellent Management.

 


 

 

 

Chapter 1

 

 

The Takeover

 

 

a

 

s a large man threw me against the wall, the words of my father echoed in my head. “Never let your emotions drive your actions, and never let your tongue dig a deeper hole.” Now I was in trouble.

My uncle had told me not to leave the building without him, and now I knew why. I just had to get out; I wanted fresh air. The memory of my father overwhelmed me. I was trying to come to grips with his death. I didn’t want my uncle to see me cry; my father never cried. My emotions clouded my mind as my tears clouded my vision. I ran to escape the torment and never noticed the smell of marijuana or the woman rounding the corner. I knocked her down, and we both fell, hard. She scrambled to collect a number of small plastic packages.

I tried to explain. “It was an accident. I’m sorry. Are you okay, lady? Here, I’ll help you.” I tried to help her up. Then a monster of a man grabbed me.

“Boy, what are you doing on my street?” he demanded, as a rough-looking crowd gathered. He backhanded one of the boys from the crowd, who was about my age, “You know this boy?” The boy cowered and shook his head.

Holding me tight by my heavy overcoat, he lifted me off the ground and slammed me into the wall. “I’ll teach you to mess with my business,” he snarled, as he pulled his fist back. I trembled with fear and braced for the impact. It never came.

I slid down the wall and opened my eyes to see my uncle and Mr. Cooper. My uncle held the man’s fist with one hand and his throat with the other. “You have a problem with my young nephew?”

“No, Mr. Geronimo, I—uh, I didn’t know he was your boy—” the words graveled out.

Mr. Cooper held his gun on two men from the crowd as they reached toward their coats.

“You know better than that!” he warned, with steely eyes and a low rumbling voice.

Three men already on the ground backed away as Geronimo slowly pushed his captive over some garbage cans. I guess when you own someone’s Adam’s apple, he has to do whatever you want. My attacker lay there, gasping for air, not daring to make a move. The others just stood still. It all happened so fast; no one wanted to test his luck.

“I’ll take point; you guard our rear,” Geronimo ordered as he pulled me down the street. Mr. Cooper followed, walking backward.

“Mr. Stone.”

“Mr. Stone.”

“Mr. Stone!” Jill raised her voice from the doorway. “You okay? The president of Behemoth Records is on the phone.”

“What? Who?” I snapped out of my daydream, and found myself staring out of my uncle’s office window. With all that had happened over the last month, I must have been having flashbacks from my youth.

Jill, my uncle’s assistant, explained, “John Rader, the president of Behemoth Records. Behemoth Records—that’s the largest record company in the world. He wants to talk to you.”

I answered the phone. “Tommy Stone.”

After a split second of small talk, John Rader became aggressive. “Here’s the deal. It’s already hit the trades, Tommy Boy. Now that your uncle is gone, Geronimo Stone Records is in play. For the last thirty years, Geronimo enjoyed a steady stream of hits and huge numbers under Robert’s direction. He was the man, but now, he’s not—he’s dead.”

John Rader controlled our conversation with a sarcastic edge and a know-it-all tone.

Rader continued “He was a business genius with golden ears. Nobody could pick artists or develop Blues records like Geronimo. You know it. He knew it. I even know it. However, nobody in his company ever made a single major decision without him. Face it, now that he’s gone, the best thing you can do for yourself, your family, and your employees is to sell the label to me while it still has value.

“Think about it, Tommy Boy! Geronimo picked some hits, but even with him in charge, you guys haven’t had anything real in two years. And there’s nothing in the pipeline now that will generate the kind of numbers you’ll need to keep it going. You can’t live on catalog forever. Your big artists either are over the hill or have plans to move on to a major label.

“Tommy, your uncle created a legendary company. He built a family with himself as the patriarch. He rewarded those who followed his direction and punished those who didn’t. He took care of his own, but all the good people left as soon as they were trained. You know where they went? They came to me and other labels. Where do you think we got some of our best employees? Geronimo never could keep good people.

“I liked and respected Geronimo—who wouldn’t? He got his start in a warehouse in a rough part of town and dragged his company through financial struggles until the hits started coming. Everyone thought he was crazy. He had a good roll! But it’s over. Geronimo,” he scoffed, “There’s no place in the business for renegades or independents, anymore. Your day in the sun is over. The ‘Big 5’ owns the market! We control the charts and the shelf-space.

“With Geronimo Stone gone, I give you six months. All you’ve got left are some wannabees, some catalog, and a bunch of ‘yes’ people on staff. Geronimo did all the thinking and forced his will through every aspect of the company. I guess, being a battle-hardened soldier, he was always able to get his way. But he’s gone—

“So, I’ll cut to the chase. You have no expertise in this business, and you have my proposal. Give it up, before you get hurt. Take your inheritance, before it’s gone. Sell, and salvage the nest egg your uncle built for you. Retire, and you, your family, and his widow can live off the interest. Heck, we’ll even throw in a healthy early retirement package for your executives.

“Trust me—you’ll never get a better deal! You and Brenda are the only beneficiaries, and you’re out of your element. You don’t even like the record business. If you did, you would have stuck around when you were a kid and had the chance. You had a once in a lifetime opportunity to mature in the business, but you gave that up fifteen years ago. You became a generalist, a consultant, instead. You’re nothing but a disgusting seagull. You fly into a company, eat all the food, and crap all over everything before you fly away to live off some other company’s hard work.”

With those comments, the hairs on the back of my neck stood on end. I wanted to strike back, but what I blurted out was, “Hey, wait a minute—” The voice on the other end ignored my snappy comeback and continued.

“Now, here you are; Geronimo’s numbers have already started the nosedive. You were at 215 in gross against 175 net last year and this year, it’s already down by 40. That tell you something? You’re going to be known as the CEO who killed Geronimo Stone Records. At least we’ll keep the brand alive—as an imprint, of course. Fight me on this, Tommy Boy, and you’ll end up losing everything. I’ve given you two weeks to grieve; I’ll give you two more weeks to make up your mind.”

The last thing John Rader said was, “Don’t mess this one up, Tommy. I was a friend of Geronimo’s. Your family needs the security, and you’re no Geronimo. Two weeks!” Rader punctuated that statement with a loud click. 

I thought, “The nerve of that guy! Who does he think he is? But then, maybe he’s right. I don’t even know the players here.” 

I even had to ask Jill to explain who this Rader guy was. I was so surprised by his directness; I wasn’t able to say anything. I read the proposal, and the consultant in me thought he was making a reasonable offer. I’m an industrial engineer and a business consultant—a generalist. I knew a lot about business, but I didn’t know anything, anymore, about the music business. I was so far out of touch, I couldn’t see the fire, even though I was starting to feel the heat. Sure, I grew up doing everything around here, coached by my uncle, but that was a long time ago. How did Rader know it had been fifteen years? How did he know so much about our business? He had obviously been tracking our activity, but how did he know our numbers? But then I knew it was a close-knit industry, everybody talked, and everybody knew each other—except me. I dropped in from Neptune. If I were to quit my real job, move here to run the family business, and fail, I’d be out of work, my reputation shot, and my aunt would lose her inheritance. I’d lose my inheritance. He was right. If we took his offer, we could all retire—right now.

Geronimo Stone. Whom was I kidding? I was no Geronimo Stone. Of all the medals and awards he received in Vietnam, my uncle liked the badge of comparison to the great Indian, Chief Geronimo, the best. He got it because he fearlessly jumped into the action, any action. Jumping into trouble was what he did! Geronimo! He liked the nickname and admired the strong Apache leader who fought to keep his people free.

Robert “Geronimo” Stone had a passion for great music too. When he got out of the army, he founded a Blues label and called it Geronimo Stone Records. When I was growing up, Uncle Robert was my hero—bigger than life. I was still a boy when Uncle Robert came back from Southeast Asia. And even though my dad complained about why we were there, I could always get him to tell me amazing stories of battles that Uncle Robert wrote about in his letters home. Sometimes we heard stories from other people, as well. I loved to hear them talk about how he had a nose for ambushes and booby traps. My uncle always praised his men and focused on their valor, but I heard from those men how often he saved them. According to them, he kept them alive, and they always accomplished their mission. It was his way, always to lead and take responsibility. Like so many real heroes, he was humble and modest. There was no boasting. He spoke with reverence about the boys on both sides. He said the toughest part was the waiting. The twenty percent of men who charged into battle had it easy compared to the eighty percent who supported them. He told me how most of the men had to wait behind a fence like caged animals—targets waiting for the enemy to strike. For too many, it was like being in jail, and he reasoned that this was why so many returned home with deep-seated psychological problems. Not Geronimo; he wanted action.

He was a fierce competitor, too. He could take command of any situation and make it a winner, through his own sheer will and courage. He was a man with a wiry body, iron will, and steadfast determination. Not my style of management, at all. With Geronimo in charge, the company’s employees never had to fight for anything. Would they fight to keep this company alive?

Like my uncle, I loved John Wayne movies. When the Duke died, the archetype hero like leader my uncle based his life on also died. Oh, I could fight with the best of them, Uncle Robert made sure of that; but if a company was to survive long in today’s world, everyone had to be in the battle, making decisions and taking action. I was no Geronimo Stone, and frankly, the whole idea was a little scary to me. I had too many responsibilities as it was. 

The senior executives had been here as long as Uncle Robert had, but all they wanted to do was retire. They were more interested in vacations and golf than turning a profit. Best I could tell they only stayed because of my uncle, and maybe because management is easier if someone else makes the hard decisions. Only those who did not want to make serious decisions stayed. I doubted whether the senior management would be much help putting the company back on its feet. Those guys were basically retired in place.

My uncle and the junior-level people made this label thrive. However, as the new hires matured in understanding, the good ones wanted more responsibility and could only go so far before they had to leave to find better opportunities. Those who stayed just followed orders well. That was one of the reasons I left. I could have never worked for my uncle long term, even after he asked me to—several times.

Well, maybe selling was the best option, but what would I tell my wife? She thought this was our opportunity to make a difference, and my way to ensure Uncle Robert’s legacy. What would I tell Aunt Brenda? They were counting on me to make decisions and look out for their best interests, since I was Geronimo’s handpicked successor. I only had a short leave from my real job as it was, so I couldn’t goof around with this thing indefinitely. I could be fired. If we took the offer, I could retire, or just work when I want. Either way, I had to make a decision today.

I leaned heavily on the desk, fisted hand propping up my chin. It was a moment of real doubt. I looked out the large picture windows of my uncle’s corner office, which was warm and welcoming, its heavy furnishings made of cherry and mahogany woods. The confident, masculine furniture was a proud extension of my uncle’s personality. I was almost too comfortable here. I had to be careful; it gave me a false sense of power and importance.

It reminded me of the way I felt in college, when Uncle Robert would confide in me. He told me things he never told anyone else, except maybe Aunt Brenda. When Uncle Robert included me, I felt a grand sense of purpose, like my ideas mattered to him. It was as if my feedback might have meant the difference between Geronimo Stone Records’ launch of a legendary new artist, or another “good try,” soon forgotten. Of course, he made all the decisions, but back then, I never expected anything else.

The sun shining through the windows, its warmth on my face—the world moved along, without noticing my distress. Birds flew, cars came and went, people walked with friends and laughed. Life moved on.

One funny thing about real estate—people and businesses come and go, but the building would be here for a while. It was a comforting, yet somehow disturbing, thought. I felt so insignificant. Uncle Robert had come and gone. The business people who owned this land before Geronimo had gone; the farmer, and his family, who owned this land before them had come and gone; all the men and women who had fought to live here through the ages had come and gone. My time was short. 

I looked out at Nashville. That reminded me. On the wall was the painting I had always liked—the Nashville skyline at night. He painted it, his first serious try at painting; maybe that’s why I liked it so much. Painting seemed out of character for the great Geronimo Stone. But like everything he put effort into, he was good at it. Impressionism was his style of choice. But being the man’s man that he was, he felt embarrassed by his talent.

If anyone asked Geronimo about his paintings, he always said, “I always liked using knives.” Then he would wait for a reaction, laugh, and add, “Pallet knives.”

Painting was a hobby my aunt and uncle shared. They even used the same signature—“B. Stone.” I think he did that to hide the fact that he enjoyed painting. Most people would assume it was Aunt Brenda’s work.

Light danced across the painting, and I followed it to the desk, where a beam of sunlight reflected off an unusual paperweight. It was a miniature mobile, which created dancing reflections of light. The device hung, precariously balanced, from a curved piece of metal mounted on a brass base. An arm ending in the shape of a hand with the pointed index finger. The other fingers held a string, a small cable made of finely twisted wires. The string poked through a curved rod. At one end of the rod was a sculpture of little metal people that counter-balanced three other oddly shaped objects on the other side. The slightest breeze set the mobile in motion. As I tapped it, the objects rose and fell, swung and turned, and sometimes made the faintest of chiming tones. Engraved on or attached to each piece of the mobile was an acronym. I found myself staring at the mobile, when from the intercom on the desk...

“Mr. Stone!” 

“Yes, Jill!” 

“Your wife and Aunt Brenda just pulled into the parking lot.”

“Thank you, Jill.” 

From the third floor, I saw Jan and Aunt Brenda get out of the car. They walked toward the building, arms around each other’s waists. It was good to see the happiness they derived from each other’s company. Maybe, after we sold the business, we could all live closer to each other. 

I heard them before I saw them. It was as if everyone in the building escorted them, Olympic-torch fashion. The office was full of excitement. Chatter, warm wishes, and laughter followed Aunt Brenda as she made lighthearted small talk. When she and Jan walked into the room, they were still smiling optimistically, as if they knew something I didn’t.

“You two are definitely up to no good.” 

“We just agreed that it would be good to get to work and take our minds off the funeral and all we’ve been through during the last few months,” responded Aunt Brenda.

I hugged my aunt. “Losing Uncle Robert has been hard on all of us. It’s nice to see you in good spirits again. Thanks for getting here on time. If you’re ready to get down to business, our nine o’clock is about to begin. But I don’t think we should announce the sale until we’ve had more time to think it through, run forecasts, consider alternatives.”

“Sell?” Aunt Brenda asked, agitated. “What do you mean, ‘sell’? I thought you were here to turn this boat around! And I told you I’d help.”

“Aunt Brenda, everyone likes you, but you have always been behind the scenes. You have little experience with the music business. As I recall, you wanted it that way. You’re like a mom to everyone here. They all call you Aunt Brenda. All through college, I wondered why you guys never told me I had so many cousins. When we sell the business, you’ll be able to travel and take time for yourself—be with family and friends. Jan and I even considered moving to Nashville. We don’t need the hassle of salvaging this business. Besides, most of the executives are more interested in driving golf balls than driving records up the charts.” 

Brenda looked at me with fiery eyes, and said, “You may be right, but let’s not wimp out just yet. I know your position at Westbrook Stevens is secure; you make a decent living, and this is a big risk for you. The safe route may be to sell, but as Robert used to say, ‘Life is either a great adventure, or nothing at all.’[i] I’m not ready to stop living just yet.” 

“Helen Keller said that,” I corrected. 

“Well, so did Robert. So, let’s start the adventure.” 

Before our conversation continued, there was an interruption. 

“Mr. Stone.” 

“Yes, Jill.” 

“The department heads are here for your nine o’clock.”

“Thank you.” 

Brenda jumped in. “Tell them we’ll be there in a second.” 

Jill answered, “Will do, sweetie.”

“‘Will do, sweetie?’ That’s what I mean. How can you lead people, much less stage a turnaround, if your people think of you as ‘sweetie’?”

“How can you manage anything if they don’t? Anyway, that’s ‘Aunt Sweetie’ to you, Tommy.” 

“Great. My first day here, and we switch from Geronimo Stone Records to Sweetie Records.” 

“You’re not Robert; you’re his nephew. If you try to play the role of Geronimo Stone, you will certainly fail. But then again, if Robert were more like you, maybe we wouldn’t be in this mess. That’s why he wanted you here; he knew that to move this company forward, an evolution would have to take place. Your uncle had a revelation when he found out he only had six months to live. You might say he ‘came to Jesus’ about a lot of things!

“He realized no one was ready to take over where he left off. He respected the way you held your ground with him. He wouldn’t admit it, but he valued your opinion. He wondered why soft issues were important to you. He watched you at your consulting firm. You had the people skills he lacked. You helped lots of companies go through changes. You have an impressive track record. Plus, you grew up here, and you know the business. You’re not Geronimo Stone, but you are like him in many ways that count.”

“But that was a long time ago,” I reminded her. 

Brenda ignored my objections. “Near the end, he started delegating responsibilities—planning, measuring results, doing all the things you’ve talked about. He saw the wisdom in your advice and wanted you here very badly. He knew you wouldn’t make the same mistakes he did. This is your opportunity to continue what he started and make a name for yourself at the same time! I’ll only be here a short time myself, so let’s have an adventure. I want to see you make your own mistakes before I’m gone.” 

What could I say to that? Was this a vote of confidence, or was I being railroaded? I did the only thing I could do—I opened the door and led my new partners into the conference room. We passed the red-faced, eavesdropping Jill Wong, Geronimo’s executive assistant, who tried not to show her delight in my aunt’s remarks.

Turning the corner, I thought to myself, “Did I hear a high-five behind me? No, that was two high-fives.” 

I turned my head, expecting to catch a smirk on my aunt’s face. To my surprise, Jan, my own wife, was the one smirking.

 

 

Sponsors and Services

Microsoft Partner Service and Products

 

MS Partner Services

MS Products Discounts

 

 

Training/Consulting  Support

 

Successful Change

 

Project Management

PMP Training

Basic PM

Advanced PM

PMO Development

PM Support

 

Business Analysis

BA Basics

 

Strategic Planning

Configuration Management

Value Engineering Change Management

Future Organizations

Risk Management

Audit Support

 

Managing Stress while in the Storms of Chaos

 

Excellent Management

The Workshop

 

Building Leaders

Supervisor Skills

Project Management

Motivation

Employee Retention

Customer Service

 

Problem Solving

Improvement

Statistics (SQC)

Productivity

Process Improvement

Performance Measures

 

Business Planning

OD Support

 

Engineering

 

Industrial Engineering

Systems Engineering

 


Soft Skills

 

Stress Management

Body Language

Building Teams

Communication Conflict

Controlling Anger

First Impressions

Interpersonal Skills

Listening Skills

 

Enter-Tain-Ment

 

Training and Facilitation


Training
Facilitation
Recent Workshops
Schedule

 


Finding Investments

 

Grants Management

Glossary

Workshops

 

Connecting Investment Capital With Entrepreneurs and Sound Businesses

 


Business Art

 

Home of the

"B. Stone" Artists

from the

Geronimo Stone Series

 

 

Craig A. Stevens

 


Student Support

 

Classy Photos
UoP Students
Trevecca Students
 

 


Finding Investments

 

Grants Management

Glossary

Workshops

 

Connecting Investment Capital With Entrepreneurs and Sound Businesses

 


Interesting Projects

 

 

Water Hyacinth Project - Mission: Turn the Aquatic Weeds Problem into a Blessing.

 

email Craig Stevens

 for a password.

 


Faith-Based Support

 

Faith-Based Technical Assistance Center

 


 

Book 1

Book 2

Theresa Heflin

Love Letters From God

 



Books & POD Casts


www.bizpods.mobi

 Coming Soon by WBS

 

WBS Books

and Materials

 

 

Geronimo Stone,

His Music, His Love, and  the Mobile of Excellent Management.

 

 www.Geronimo

Stone.com

 

Buy Paperback

Buy Hardcover

Free Ebook

 

 

7 Attributes of Excellent Management Workshop

 

 

Geronimo Stone,

Vol 2,

The Storms of Chaos

 


 

"...and another thing!"  

 

Need Help Staying Awake During Work or Classes?

 

711821

 

Because of Popular Demand

Here is Where you Can Get Craig's Energy Drinks

 


Healthy Chocolates

 

 

For Your Own

Chocolate

Business Call

Irene at

(615) 300-8531

 

 

Send Questions (or Good Answers) to Customer_Service@westbrookstevens.com.  Copyrights © 2001-9.  Contact: Craig A. Stevens (COO) (615) 834-8838 

Westbrook Stevens, LLC, a Woman Owned Small Business.

 

Innovative Resources and Systems, a Service Disabled Veteran Owned Small Business. 

 

Our goal is for all we do to be Christ-centered and consistent with Judeo-Christian values.

 

"Guard against the impostures of pretended patriotism."

George Washington, Farewell Address, September 19, 1796