Archive for November, 2009


Granted ~ Rumi

What happens in the world,
what business is that of yours?

Two existences have merged in a single temple,
but where is your smiling image?

Granted, there are terrible famines
with no bread dipped in wine anywhere.

You control what is manifest and what is hidden.
Where is your storehouse of grain?

Granted, thorn, scorpion, and snake exist.
But where is your rose-petal bed,
your joy that is a deep rest?

Granted, human generosity has dried up,
but you could still give us
a pension and a silk robe.

Granted, the sun and moon go daily
into hell, but not your light and your fire.

Granted, the jeweler has nothing to sell.
he stands by his empty stall.
You could rain down pearls, if you chose.

Granted, there is no mouth, nor any language
but where is the surging impulse?

Come with me while the wine shop is still open.
We are dizzy with meeting each other.

Friend inside my chest and inside my hand
find your coat and your turban,
if you have not gone senile.

Whores have stolen your hat and carried off
your clothes. Who will take care of you now?

A stranger blocks us.
You could be the arresting officer
in this matter, the judge, and the gallows
if that were your inclination.

Word-scatter, hush this conversation.
Say instead silence to those who never talk.

Why Rumi?


The R.O.I. of Coaching, Consulting & Training

Inte ma3e ybga il zman kilah i7san

Originally uploaded by N S R

If any seemingly “intangible service or program” that you are offering or purchasing promises an increase in productivity, customer service, product quality, sales or the like– measure it. If the service or program cannot promise results linked to business performance, reconsider it.

It is important to expose any fantasy related to the application of services such as coaching, consulting, and training.  Clearing out  delusions and examining motivation, supports accountability for both buyer and seller  — ensuring inspirational and truly powerful results.

All programs should produce a demonstrable increase in business performance that exceeds the cost of the program (Results – Cost)/Results = Return on Investment (R.O.I.).

Before the program begins, obtain a baseline number of the performance measures (e.g. productivity, customer satisfaction, employee retention, product quality, or sales). Only track a measure that is clearly linked to the overall success or profitability of the business.

Convert information such as customer and employee satisfaction scores into a dollar amount. Similarly, cost of the program can be translated into a “score.” The goal is to have two like numbers to use in the R.O.I. formula.

Determine how often the measure will be revisited. Immediately following the program and quarterly or semi-annually checkpoints are typically good.

Share and discuss the results to keep the door open for further inquiry into how the program can impact the performance measure.  Maintain effectiveness as the measure of truth.

Considering only the cost of a program is like a viticulturist paying more attention to the bottle than to the wine. When measurable results are integrated into program implementation, the delivery of substance over form is ensured.

This post is a retread of an article written under my non-pen name, Brenda Rarey ~ co-authored with Diana Petrochelli ~ published in the Houston Business Journal.

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