BUSINESS & PROFESSIONAL
II III 1111
executive tips
Trust.
It Pays To Listen
H
ello! Anyone listening
out there?
What will it take to get
certain people to under-
stand what it will take?
Over the past year,
I have written about
ness cycles. I also have
shared what you, as an
individual, should do
to get your business
house in order: the right
legal counsel, CPA and
investment adviser to
help you in the bad
times as well as during
good times.
Here in Michigan, we need a
key change and this is beyond the
obvious: We need jobs. If we have
jobs, then, like playing dominos,
other key factors
F or the kindhearted, giving comes naturally. Time, donations, friendship,
advice, and maybe just room to grow. But what of trust—is that something
recreation, restau-
rants, retail shops
and home sales
— all begin to posi-
tively turn around.
freely given, or only earned? The answer is hardly simple, especially in the
The days of
having one huge
context of managing another's money. That's why we at Greenleaf Trust
company drive our
ensure that every decision we make is with your best interest in mind.
We have no proprietary investments. No conflicts of interest in our research.
No self-enriching kickbacks from mutual funds. And no third party owner-
economy is history;
so waiting for that
to occur is wishing
for something that,
with today's tech-
nology, virtual reality
oversee and manage seven billion dollars of assets for investors
and improved automation, well, let's
just say, think again. If you have
not heard it before, here it is: The
days of the "BIG 3" will never come
again; get over it.
once. But every day thereafter, we earn it anew. If you would
like to learn why trust is in our name, call Mark jarmott or
The good news is what can
visit greenleaftrust.com .
happen: Many smaller businesses
adding a few people here and
there — slow, but sure growth.
E121®
The entrepreneurs of yesterday
are the same as those of today:
Tough, hard-working, innova-
tive, roll-the-sleeves-up people
GREENLEAF'
TRUST
who fight to make it happen and
instead of whining about the past,
herald today and tomorrow.
Financial Security from Generation to Generation
122 CONCORD ROAD, SUITE 102 BLOOMFIELD HILLS, MI 48304
WWW.GREENLEAFTRUST.COM 248.343.9000 800.416.4555
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42
get past "but we need
200,000 jobs." Sure we
do; but why can't we do
that with 100 new com-
panies, or 50 companies
growing and adding new
jobs over time?
So: the Funnel Effect.
What do we need most?
Investment money.
The state and key play-
ers need to invest in new
and existing businesses
— and stop waiting for
others to do so. There are
many very bright people as well as
many growing companies, numer-
ous incubators as well as the
Michigan Economic Development
Corporation and other business
The state and key
players need to
invest in new and
existing businesses
— and stop
waiting for others
to do so.
ship. Instead, we have the enormous responsibility and broad skill set to
throughout Michigan. It requires trust, and we do ask for it
ter since it creates diversity and
new jobs on many new fronts.
It's exciting stuff if you
how to look at business
cycles using the Adizes
methodology — how to
"adapt" and change to
grow or survive busi-
change. Schools,
scheme of things, this old school
— which is how we built America
into the nation it is — is bet-
incentivizers; all
are there. What
is lacking is the
aggressive "we
will actually invest
in companies new
and old here to
grow."
I applaud new
efforts by the
Detroit Regional
Chamber, the New
Economic Initiative
for Southeast
Michigan,
the Michigan
Turnaround Plan and others that
know you need $100,000 to mil-
lions of dollars (not just a loan or
grant for $50,000) to grow, keep
growing and create jobs.
The time has come to focus on
helping entrepreneurs and busi-
nesses take the second-stage step
and get this city, region and state
back on the map via one great
small business at a time!
We can do it. We have done it.
The time to do it again is NOW.
So: Is anyone listening out
there?! ❑
Think about, and get excited
about, a new company adding
12 jobs in a year. The company
parent company of the Detroit Jewish
stabilizes, then grows into a new
area and adds six jobs. In the big
Kmart Corp.
F. Kevin Browett is chief operating
officer of Jewish Renaissance Media,
News. He is a former executive with