First Impressions

My 20th Anniversary Blog by Madeline Frank, Ph.D.

2026-10-19T09:58:00.819-04:00

Twenty years ago, on October 2006, I was sharing the research articles I was working on with my good friend, Jeanne Golner, a marvelous elementary school teacher who taught reading, writing, math, science, and social studies for 30 years in the elementary schools. She was also a remarkable pianist and we had played many concerts together. Jeanne said that day, “why don’t you write a blog and share what you find out with teachers, parents, scientists, medical doctors and others every month?”

That was the day I began writing my blog to share research and strategies to improve learning and teaching through playing a musical instrument. Also, the blog began to honor, write about, and interview scientists, researchers, astronauts, engineers, medical doctors, chemists, biologists, teachers, and others who were also fine musicians and had played since they were children to find their discoveries and teach their classes.

A year later Jeanne said, “how about adding a radio show each month? I agreed and she was our first interviewee.

Background: Many of the worlds, scientists, medical doctors, physicists, mathematicians, biologists, chemists, engineers, NASA rocket scientists, researchers, inventors, accountants, CPA’s, teachers, and others have studied and played Musical Instruments since they were children. These eminent individuals have integrated music into their thinking process. Studying a musical instrument develops millions of new connections, synapses, between nerve cells in the brain. Just like we exercise our bodies to strengthen them, playing a musical instrument exercises our brains.

October 2026, this month, is the 20^th anniversary of Madeline’s Monthly Musical Tips Blog. We have shared 240 blogs on the internet for Free. October 2006-October 2026.

Our Radio Show, Madeline’s One Minute Musical Radio Show is nineteen years old this month, October 2026. We have shared 228 Radio Shows for Free. October 2007- October 2026.

What do the scientists, medical doctors, mathematicians, engineers, physicists, chemist, biologist, researchers, inventors, NASA engineers, astronauts, actors, American film directors, rocket scientists, biologists, accountants, CPAs, teachers and others have in common?

Here are just a few of the notable people who have also played musical instruments:

Hedy Lamarr, actress, mathematician, inventor, “Secret Communication System” (Frequency Hopping) with George Antheil. Hedy Lamarr is the Mother of WiFi.

Judith A. Resnick, astronaut, electrical engineer; Dr. Edward Jenner, physician created smallpox vaccine; Dr. William Withering, medical doctor discovered digitalis; Dr. May Edward Chin, medical doctor, cancer researcher; Dr. Margaret Fountain Pinkston, chemist, biochemist, and professor; Dr. Theodore Billroth, physician, father of gastrointestinal surgery, and professor; Dr. Lisa, M Wong medical doctor, professor; Dr. Mark Almond, medical doctor, pulmonologist and General internal medicine physician; Dr. Burton Fine chemist, “ worked on problems of aircraft and space propulsion at NASA.”

Neil Armstrong, Astronaut, engineer, test pilot, “first man on the Moon”, professor ; Dr. Ilya Prigogine, Noble Prize winner, Chemist, and professor.

“Dr. Condoleezza Rice was the sixty-sixth U.S. Secretary of State and the first black women to hold that office. She was also the first women to serve as national security advisor. She has served as provost of Stanford University", and is a professor.

Dr. Max Born, physicist, mathematician, who taught 9 Nobel Prize winners before he won his Nobel Prize. His youngest granddaughter was Olivia Newton-John.

Dr. Marguerite Vogt, medical doctor, Polio Virus researcher, Molecular Biologist; Dr. Emmy Noether, mathematician, professor; Dr. Oliver Sacks, physician, neurologist and professor; Dr. Albert Einstein physicist, Noble prize winner, and professor: Dr. Albert Schweitzer, medical doctor, theologian. Dr. Nesim Halyo, NASA Engineer, Inventor of DIALS, the first direct digital design automatic landing system for Boeing 737, NASA flight tested. Dr. Gerald Edelman, Medical Doctor, brain researcher, Nobel Prize winner.

Dr. Virginia Apgar, medical doctor, developed the 5 Point APGAR Score for immediately assessing the status of a new born given at one minute and 5 minutes. 1) Appearance, skin color 2) Pulse, heart rate 3) Grimace, reflex irritability 4) Activity, muscle tone. 5) Respiration, breathing.

David J. Piatak, NASA Engineer, Rocket Scientist. He and his team ensure it’s safe to fly crew so there are "No" disasters traveling to space.

Katherine Coleman Goble Johnson, NASA Mathematician, human computer. Her “complex calculations successfully achieved space flights.” The movie Hidden Figures is about her life.

Results: All of these scientists, medical doctors, mathematicians, engineers, physicists, chemists, biologists, researchers, inventors, rocket scientists, astronauts, actors, teachers, and others have studied a musical instrument since they were children, and continue to play to help them make their discoveries, teach their classes, and do their work. They have helped the world, cure diseases, invent new products to protect others, and have provided a better life for mankind. These are just a few of the 240 blogs that we have written since October 2006 at Madeline’s Monthly Musical Tips Blog.

To read the Free blogs or hear the Free Radio Shows on the net go to

https://madelinefrankviola.com

Choose to Be Extraordinary by Madeline Frank, Ph.D.

2026-09-14T09:35:54.796-04:00

How Nido Qubein Turned Life Lessons, Relationships, and Business Experience into an Extraordinary University

There is something especially powerful about transforming a place that once helped transform you. Long before Nido Qubein became president of High Point University, he was a student walking its campus, trying to build a future for himself in a new country. His journey began at another small North Carolina college, Mount Olive, where an act of generosity there would influence the rest of his life.

From Mount Olive to High Point: Nido arrived in America in 1966 as a seventeen-year-old immigrant from the Middle East. His mother had borrowed money to purchase his one-way ticket. Despite having a fourth-grade education herself, she understood the power of education. His father had died when he was 6, and his mother, a seamstress, raised Nido and his four older siblings herself.

He arrived with $50 in his pocket, struggled with English and was terribly homesick. He worked while attending school to help pay his tuition and living expenses. (Highpoint education Nido Qubein HPY President Extraordinary Life)

His first stop was Mount Olive College in eastern North Carolina. Imagine being seventeen years old, thousands of miles from your mother, trying to understand a new language, culture and educational system while simultaneously figuring out how to pay your bills. For 5 years, he and his Mother wrote letters. She did not have a telephone and it was before the internet. Yet Nido kept moving forward.

Near the end of his second year at Mount Olive, he decided to continue his education at High Point University. Before he left, Mount Olive President Dr. W. Burkette Raper approached him. Nido knew he had worked hard and believed he had paid his way through school. But Dr. Raper “explained that there had actually been a gap between what his education cost and what Nido had been able to pay.”

Nido's said, “My heart sank. I was worried that I might owe additional money before Mount Olive would release my records to continue my education.” Instead, the President of Mount Oliver College, Dr. W. Burkette Raper told him something Nido would never forget. “An anonymous physician had quietly paid the difference.” Nido immediately wanted to thank the doctor. He couldn't. The donor “wished to remain anonymous.”

Think about the significance of that moment. Someone who didn't need recognition believed enough in this young man to help him take the next step in his life. And that next step was High Point University. Nido transferred from Mount Olive to High Point, where he continued his education and graduated in 1970. He later earned a Master of Science in Business Education from the University of North Carolina at Greensboro. But he carried something more important than credits from Mount Olive to High Point.

He carried a lesson about significance. The anonymous donor's generosity caused Nido to make a commitment: if he ever became financially successful, he would help other young people receive an education. When he began his business career and had very little money himself, he took his first $500 and started a scholarship. That commitment eventually grew into hundreds of scholarships for North Carolina students. Nido later described that experience as a moment of transformation: “There is more to life than success. There's something called significance, impact, caring.” That distinction is essential to understanding everything that came afterward.

Mount Olive taught him that someone else's generosity could change the direction of a life. High Point gave him the opportunity to continue building that life. Decades later, he would have the opportunity to do the same thing for thousands of students.

From Student to Business Leader: After graduating from High Point, Nido spent decades building a very different kind of education. Business became his classroom. Beginning in the 1970s, he built a successful career as an entrepreneur, professional speaker, corporate trainer and consultant. His areas of expertise included sales, persuasion, leadership, communication, customer service, organizational culture, branding and marketing.

He also accumulated extensive corporate governance experience, including service on boards such as BB&T—later part of Truist—and La-Z-Boy. Think about what decades of those experiences produced. He sat in boardrooms with CEOs, bankers, investors and entrepreneurs. He advised businesses. He spoke before thousands of business leaders. He learned how successful organizations build culture, differentiate themselves, communicate value, develop relationships and persuade people to believe in a vision.

Over time, he developed a powerful philosophy: Create an extraordinary experience. Communicate its value. Continually improve it. Reinvest in it. Then repeat the process. Then, in 2005, something remarkable happened. The student returned to his alma mater with more than three decades of business experience and was given the opportunity to put those ideas into practice. High Point University became the ultimate real-world application of everything Nido had learned.

From Student to Steward: That's why I believe the sequence of Nido Qubein's life matters so much. Mount Olive → High Point → Business → High Point again. At Mount Olive, he experienced generosity and learned the difference between success and significance. At High Point, he received the education and opportunity his mother had dreamed about when she borrowed money for his one-way ticket to America.

In business, he learned leadership, sales, communication, branding, customer experience, organizational culture and the extraordinary power of relationships. Then he returned to High Point. But he didn't return empty-handed. He brought everything with him. He brought his mother's values. He brought the anonymous donor's lesson about generosity. He brought his experience as a High Point student. He brought decades of business knowledge. He brought his communication abilities. He brought an enormous network of relationships. And most of all he brought a vision of what an Extraordinary University would look like. “Choose to be extraordinary.” (P.117)

He Once Walked These Same Sidewalks: When I think about Nido becoming president of High Point University in 2005, I don't picture him initially sitting behind the president's desk.

I picture him walking. Because he had walked this campus before as a student. He had walked to class here. He had sat in classrooms here. He had studied here. He had formed relationships here. High Point wasn't simply another university he had been hired to manage. It was his university.

Now imagine returning more than three decades later. The young immigrant who had arrived at High Point from Mount Olive searching for opportunity was now walking those same grounds as its president. But this time, he was seeing the campus through very different eyes. He saw rusty showers. He saw an aging building that students called the “Hot Box.” He saw overgrown trees obscuring the library. He said, “Now there was a bit of irony. There we were an institute of higher learning and the library was completely obscured. We needed to limb up those trees so that people would be able to see all the way up and down the walkway. A simple thing, but it would completely change the view of the campus.” It would “make the campus a safer, more inviting and welcoming place at night.” (P.23)

He saw narrow sidewalks forcing students to walk single file. He saw areas students considered uninviting and unsafe. But perhaps because he had once been one of those students himself, he didn't simply see buildings, landscaping and sidewalks. He saw the student experience. He had a vision in his mind of what an extraordinary university could look like, and began to take that first step to building his “Vision”.

He began asking a fundamentally different question: “What should a student feel when he or she walks across this campus?”

He Didn't Just Widen Sidewalks: One of my favorite examples of Qubein's leadership is something most of us wouldn't give a second thought: A sidewalk. He noticed that High Point's sidewalks were so narrow that students often had to walk single file. His solution was to make them twelve feet wide. But his reasoning had almost nothing to do with concrete.

Nido explained: “I wanted them walking side by side, talking to each other, getting to know one another and possibly building relationships that could last a lifetime.” Think about the connection.

Years earlier, he had been the student walking those grounds.

And long before that, his mother had taught him: “If you want to be a great person, Nido, you must first walk side by side, hand in hand with great people.” She also told him: “Who you spend time with is who you become.”

Nido said, “Build stronger bridges between our school and our city. We wanted to do that immediately.” He built fountains, new sidewalks that are 12-foot-wide, new showers (no rust), cut overgrown trees by the library, removed ugly buildings and put beautiful ones in their place.

Thoughts he lived by: His Mother said to him, “The choices you make determine the person you become.” “Choose to be extraordinary.” “Be a solution finder.” “Having

a to do list and having a to be list.” “Do not prejudice anyone; treat people gently because you do not know their troubles.” He created a beautiful campus where students wanted to learn and grow. “Never let the child inside you die.” Choose to be extraordinary.” (p. 16, P.23, p.117, p.118, p.119, p.153, p.246)

Developing a world class culture. Nido’s thoughts:

“Culture building.” (P.159) “They thanked us for the experience, the carrying culture.” p.160 “Planting seeds of greatness wherever you go.” P.166 “Extraordinary, Inspiring, Caring.” P.167 “Building bridges of understanding.” (p.221)“Always building bridges.” (P.228)

Nido, “We installed speakers atop a section of the promenade lamp posts to play classical music softly throughout the day, from 7:00 in the morning until 8:00 at night. No student, we believe, should graduate from college having not been exposed to the finest arts of all time: music and dance, sculpture, poetry, and art.” (P.153)

He continued, “We populated the walkways with the giants of history, creating life size and strikingly lifelike bronze statues of great men and women. We placed them, one by one, on these iron benches from the promenade to the Congdon Hall of Health Sciences and Fred Wilson School of Pharmacy: John Wesley, Thomas Jefferson, Aristotle, Martin Luther King, Jr., Mark Twain, Mother Teresa, Ronald Reagan, and dozens more.”

“With the strains of Bach, Beethoven, and Brahms in their ears, our students would now stroll down the brick pathway and settle onto a bench to study their history text- with Mahatma Gandhi or Rosa Parks sitting companionably next to them.” (P. 153) “I’ve told our students, “You may not care about Mark Twain, but you need to know who he was and what he did. And you may not be in love with Chopin- we’re not saying you have to go out and buy his music. But as citizens of the world, though, it should at least be familiar to you.” (“Extraordinary Transformation” by Nido Qubein, p.153)

Nido Qubein, “had the brightest visit, speak, and inspire his students.” Dr. Condoleezza Rice, former U.S. Secretary of State, former First Lady Laura Bush, 43^rd United States President George W. Bush, Queen Noor of Jordan, Supreme Court Justice Clarence Thomas, Bill Gates, co- founder of Micro Soft, General Colin Powell, and many others. They visited the campus, spoke at commencements, taught, and inspired the students.

General Colin Powell: (p.158) “When Colin Powell visited our campus to talk with the students he said that every time he parked in the garage at work, the attendant always parked his car up front, so he could hop in and be off quickly when he left. One day, he asked the guy on duty why that was?"

“You want to know why your car’s always up front? The man said, “Listen. Every day, when you come in the morning, you roll down your window and ask me, “Jorge, how was your weekend? How are your sons doing? You enjoying this beautiful day? Every day. That’s why we park your car in front.”

“And that is why Colin Powell had such a stunning career. It’s not simply because he was smart (although he certainly was that) , nor is it purely because he was ambitious ( though that’s certainly true too). It’s because he created relationships. He cared. Whether you’re a dishwasher or a billionaire, here is the secret to success: You create relationships, and you take care of those relationships.” (P.158)

Values Became the Strategy: This is what makes Nido's transformation of High Point so interesting to me. He didn't separate values from results. His values helped create the results. His mother's lesson about relationships became wider sidewalks and a relationship-centered campus. His belief in education became an environment filled with history, music, art and great ideas. His experience receiving generosity became a lifelong commitment to scholarships and service. His business experience became an extraordinary student experience. His speaking career became the ability to communicate the university's vision.

His relationships became access for students to remarkable leaders and executives. And his ability to sell belief helped attract enormous philanthropic investment to the university. Under Qubein, High Point reported attracting approximately $500 million in philanthropic investment, while net assets grew from approximately $56 million to nearly $1 billion. Those are impressive numbers. But the numbers aren't the entire story.

The story is what happens when values, experience, relationships and vision all begin moving in the same direction.

The Full Circle: There is something wonderfully full-circle about Nido Qubein's life. A struggling young immigrant arrives at Mount Olive College. Someone he never meets helps pay for his education. He transfers to High Point University. He walks its campus. He graduates. He builds businesses. He develops relationships. He becomes a successful speaker, entrepreneur and corporate leader. And then, decades later, he walks back onto that same High Point campus as president.

Only now, instead of asking what the university can do for him, he is asking: What can we do for the students who come after me? That may be the greatest lesson of his story.

Nido's mother told him: “The choices you make determine the person you become.” His life demonstrates something else: The person you choose to become determines what you are eventually capable of doing for others.

Mount Olive gave Nido an opportunity. High Point gave him an education. Business gave him experience. Life gave him relationships. His mother gave him values. And eventually, Nido Qubein brought all of them back to High Point University. He once walked that campus as a student imagining what his own future might become. Decades later, he walked it as president imagining what thousands of other students might become. That is the difference between success and significance. And it leaves each of us with a question worth considering:

What values, experiences and relationships have shaped your life—and how can you use them to create something extraordinary for the people who come after you?

Nido Qubein is the longest serving college President in North Carolina. He started in January of 2005. He has built the following schools at High Point University: Wanek School of Natural Sciences with the state of the art Culp Planetarium; The Cain Conservatory; Fred Wilson School of Pharmacy; Congdon School of Health Sciences; School of Dental Medicine and Oral Health Facilities; School of Nursing; School of Optometry; Student Life Facility; School of Law; Student Houses and Residence Halls; Hospitality Management Kahn Hotel; Tubby and Donna Smith Court; Nido and Mariana Qubein Arena Conference Center and Hotel.

Madeline Frank, Ph.D. is an Amazon.com Best Selling Author, speaker, business owner, teacher, conductor, and concert artist. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

Secrets for a Long Happy Marriage! by Madeline Frank, Ph.D.

2026-08-11T13:00:34.426-04:00

Reverend Chalfant tells the story of a couple in his church celebrating their Golden Wedding Anniversary”, 50 years of being happily married. Reverend Chalfont asked his parishioner, “What is the secret of your long happy marriage?” (“The Small Gift” retold by Marilyn K. McAuley from Morris Chalfant, The Lutheran Journal, p. 130, from "Stories for the Heart", Collection 1, compiled by Alice Gray)

His parishioner replied, “Sarah, was the only girl I ever dated. I grew up in an orphanage and worked hard for everything I had. I never had time to date until Sarah swept me off my feet. Before I knew it, she had managed to get me to ask her to marry her. After we said our vows on our wedding day, Sarah’s father took me aside and handed me a small wrapped gift.”

Sarah’s father said to me, his new son in law, “Within this gift is all you really need to know to have a happy marriage.”

The son in law said, “I nervously opened the beautifully wrapped gift. Within the box lay a large gold watch. With great care I picked it up. Upon close examination I saw etched across the face of the watch, “Say something nice to Sarah”.

He said, “I made a point of saying something nice to my beloved wife, just as the watch reminded me to each morning for 50 years. That’s the secret of my long and happy marriage.”

It’s all about focusing on the “good”, not the bad things.

If every morning you said something nice to your spouse, wouldn’t you both enjoy a happier day? Over time, you would begin to build the mindset/habit of gratitude for your spouse and it would become second nature to you.

Every morning begin your day by saying something nice to your spouse and smile as you are saying something nice! It’s all about starting your day with kindness and love!

Far too many people turn to their phones in the morning instead of looking at their spouse. Whatever world events and demands on your attention will be there later in the day. There will come a time when you or your spouse will have passed, and I promise you that the moments of sincere gratitude you invest in your spouse each morning will feed your soul a lot more than chasing a dopamine high of scrolling.

My parents and grandparents were happily married for more than 50 years. When I was growing up, I often heard my parents and grandparents discussing everything and asking each other questions. They wanted their spouse’s opinion and thoughts. They cared and loved each other.

My husband, Allan and I will have been married for 48 years in September 2026. We have been following this advice each morning by starting the day with a smile, a kiss, a hug, and saying something nice. Growth happens when one of us has something else on our minds and we need to pause and focus on what is right in front of us. Even for a moment, it creates compounding growth.

When problems arise, we listen to each other’s thoughts and discuss possible solutions together. We never go to bed mad at each other. By listening to each other vent about an issue, we can enjoy a better night of sleep.

We always find something to laugh about; something silly or something funny from a movie we have seen.

When one of us is unhappy the other encourages the other. We help each other. We care!

There will be arguments and problems. Knowing how to handle disagreements through discussion is just as important as knowing how to compliment. Quietly ask questions in a low voice. Do not yell or get angry. It is about discussing the problem and finding a solution. Let the spouse tell the story.

Marriage is tough, but so worth it. You can work through most problems and come out the other side stronger. Of course, if there is abuse, get out. Find whatever help you need to leave and support system necessary to begin again. You are too precious of a gift to be treated with abuse, cruelty, or disrespect.

Before our children married we took them to the local jewelry store with their fiancés and had them each pick out watches that they liked and had the jeweler write as close to the face of the watch “Say something nice to “bride name” or “grooms name” on each watch so they could begin their morning right! We gave them the watches right after the wedding ceremonies! One couple has been married for 14 years and the other couple for 9 years.

If you said something nice to your children, your family members, your friends and your team members at work wouldn’t you connect better and have a happier day?

Ruth Bader Ginsburg said, “When a thoughtless or unkind word is spoken, best to tune it out. Reacting in anger or annoyance will not advance one’s ability to persuade.”

She recalled, “I followed that advice assiduously, and not only at home. Fight for the things that you care about. But do it in a way that will lead others to join you. My Mother told me to be a lady. And to her that meant be your own person, be independent.”

What do you do to nourish, energize, and strengthen your marriage?

Quietly, Quickly Walk Away from A Snake by Madeline Frank, Ph.D.

2026-07-02T12:04:06.237-04:00

It was a beautiful, blue sky day in Virginia Beach. The high was going to be 80 degrees, in early June. This was the ideal day for my husband, Allan and I to go for a boat ride.

Allan eagerly walked out to our 22-foot boat to warm up the engine for our first boat ride of the summer. I was making some snacks and packing supplies for what would surely be the ideal day on the water. I saw him lift the battery hatch to get ready to start the engine. He quietly and carefully closes the hatch and comes running into the house.

Once he is in the house, he yells to me, “There are several large black snakes in the battery hatch! How are we going to get them out?”

Madeline: (I am tall, statuesque, with dark brown hair and eyes.) “I say to him, “Call Jay, he’s an expert on boats and snakes – the one legged and two legged kind (variety).”

Our friend Jay is a man of many talents. He is rugged, yet polished. He didn’t say much, but when he talked…you should listen.

Allan said, “Remember a month ago, we opened the battery hatch and a mother bird and her babies were sitting inside the hatch by the battery. Well, they finally left the hatch and we cleaned it out with disinfectant and put in mothballs to keep them from returning.”

Jay, “Well, the snakes smelled the birds eggs and slithered in! Mothballs do not stop Snakes. Open the hatch and let the sun get in and they will most likely leave. When they leave, close the hole where they entered.”

“Thanks Jay”.

That’s as long as it took for Jay to advise us on our problem.

We found a product called “Snake –A-Way” that gets snakes to leave any area.

Meanwhile I spoke to, on the telephone, to the local snake removal service in Virginia Beach. Then collected from our garage our boat gaff, a long rake, long shovel, all just under 6 feet.

I despise snakes, but I love boating with my husband. I wanted no part of being around a 6 foot long soon to be homeless slithering creature, but I decided that the rewards exceeded the risks.

“We took the Snake –A-Way, the long rake, long shovel, and gaff, all under 6 feet and walked back to the boat.

I opened the cabinet on the boat with the gaff, then push the long rake in turning the rake upside down to hold the cabinet open and put the required Snake –A-Way amount on the shovel and dropped it into the cabinet with the snakes by turning the shovel over in the cabinet.

Two days later, we carefully checked the battery hatch and the black snakes were gone. We added, with our long shovel, more Snake –A-Way and closed the hatch. Later, we cleaned out the hatch, sterilized it, closed the hole where the snakes were entering through and called all of you to go on our boat ride.

What 3 things did you and I learn about snakes?

1) If you see or hear a snake make a hissing, sizzling, growling, and spiting sound quietly and quickly walk away. Snakes are not aggressive the sounds are to warn predators away. (Snakes are attracted to a food source keep all hatches clean and free of holes to enter in to cabinets!)

2) If bitten call 911. Expert, Lawrence Paul says, “do not apply pressure or suck fluid, or use ice. Keep the effected snake bite extremely below the heart.”.

3) Do not attempt to kill or capture a snake. Paul says, “80 percent of snake bites occur when people attempt to capture or kill snakes. Very often alcohol is involved.” If you want to know what kind of snake it is, “from a safe distance” take a picture of it “and upload it to the Facebook wall of the Virginia Herpetological Society” for identification.

Snake areas (April- Oct.): In areas where grass is high with logs, marshes, or holes on the ground wear long pants, socks, long sleeve shirts and real shoes. At night use a flashlight.

Look and listen carefully!

If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

The Benefits of Tactful Termination by Madeline Frank, Ph.D.

2026-06-15T12:34:21.942-04:00

Dale Carnegie said, “Let the other person save face.” (p. 177, Chapter 21, Dale Carnegie’s “How to Enjoy Your Life and your Job”)

Dale Carnegie, “Years ago the General Electric Company was faced with the delicate task of removing Charles Steinmetz from the head of a department. Steinmetz was a genius when it came to electricity. He was a washout as the head of the calculating department. Yet the company didn’t dare offend the man. He was indispensable- and highly sensitive.”

He offered great value…just not in his current position. They created a position that played perfectly to his strengths and gave him the title of “Consulting Engineer of the General Electric Company—a new title for work he was already doing—and let someone else head up the department."

He was thrilled.

"So were the officers of the General Electric Company. They had gently maneuvered their most temperamental star, and they had done it without a storm—by letting him save his face."

Being considerate of other people’s feelings and allowing them to preserve their ego can pay huge dividends. Oftentimes, Carnegie says, “we ride roughshod over the feelings of others, getting our own way, finding fault, issuing threats, criticizing a child or an employee in front of others, without even considering the hurt to the other person’s pride! Whereas a few minutes’ thought, a considerate word or two, a genuine understanding of the other person’s attitude would go so far toward alleviating the sting!”

Carnegie Continues, “Firing employees is not much fun. Getting fired is even less fun.” (I’m quoting now from a letter written me by Marshall A. Granger, a certified public accountant.) “Our business is mostly seasonal. Therefore, we have to let a lot of men go in March.”

“It’s a byword in our profession that no one enjoys wielding the axe. Consequently, the custom has developed of getting it over as soon as possible, and usually in the following way: ‘Sit down, Mr. Smith. The season’s over, and we don’t seem to see any more assignments for you. Of course, you understand that you were only employed for the busy season anyhow, etc., etc.’

“The effect on the men was one of disappointment, and a feeling of being ‘let down’. Most of them were in the accounting field for life, and they retained no particular love for the firm that dropped them so casually.”

“I recently decided to let our extra men go with a little more tact and consideration. So, I have called each man in only after carefully thinking over his work during the winter. And I’ve said something like this: ‘Mr. Smith, you’ve done a fine job (if he has). That time we sent you over to Newark, you had a tough assignment. You were on the spot, but you came through with flying colors, and we want you to know the firm is proud of you. You’ve got the stuff—you’re going a long way, wherever you’re working. This firm believes in you, and is rooting for you, and we don’t want you to forget it!’

While we look at temporary work as commonplace today, back when this was written, people viewed it as a stepping stone toward a more permanent position.

Marshall Granger, “Effect? The men go away feeling a lot better about being fired. They don’t feel ‘let down’. They know if we had work for them, we’d keep them on. And when we need them again, they come to us with a keen personal affection.”

Dale Carnegie said, "The late Dwight Morrow possessed an uncanny ability to reconcile belligerents who wanted to fly at each other’s throats. How? He scrupulously sought what was right and just on both sides—he praised it, emphasized it, brought it carefully to the light—and no matter what the settlement, he never placed any man in the wrong."

"That’s what every arbitrator knows—let men save their faces."

“Even if we are right and the other person is definitely wrong, we only destroy ego by causing someone to lose face. The legendary French aviation pioneer and author Antoine de Saint-Exupéry wrote: “I have no right to say or do anything that diminishes a man in his own eyes. What matters is not what I think of him, but what he thinks of himself. Hurting a man in his dignity is a crime.”

― Dale Carnegie, "How to Enjoy Your Life And Your Job”, P. 179.

Dale Carnegie continues, "A real leader will always…Let the other person save face.”

mfrankviola@gmail.com

Law School Homework at 8 Years Old by Madeline Frank, Ph.D.

2026-05-18T13:20:43.683-04:00

How to live your dream and get your children to do their homework?

My Momma always wanted to be a lawyer like her Daddy, my Grandpa Leader. Year after year my Daddy said, “I’m sorry we just don’t have the money for you to go to law school maybe next year.”

My Daddy was a medical doctor, a surgeon, and his patients were fishermen and farmers so they paid him in vegetables or fresh fish. We always had plenty to eat just no money for law school.

My Momma had waited over eight years to go to law school and one day she made an appointment with the Dean of the local law school. The Dean said “If you can get A’s in both of these Law classes you will be given a scholarship to attend law school.

Momma got A’s in both classes. She studied really hard. She had gotten into Harvard Law School years before, but my parents didn’t have the money for both of them to go to school at the time.

Momma arranged her law classes so she would be home when my older brother and I got home from elementary school. She’d have milk and cookies on the dining room table for my brother and I and she would join us with her coffee.

We would all study together every day after school. Momma had her law books to study and my brother and I had our homework from elementary school to study. If you had a question Momma would say very softly, “How about opening your book and looking for the answer?”

As a child of 8, I remember thinking that it didn’t feel quite so lonely and awful anymore to sit and do our homework because Momma was right there with us doing her home work too. We worked together for three years until Momma finished law school at the top of her class.

My Momma, Romayne Leader Frank, was one of the first women to graduate Law School at the College of William & Mary Law School. She practiced Family Law & Real Estate Law for 38 years helping others.

Strong lessons learned: My Momma dreamed of being a lawyer and though she didn’t have the money for law school she found a way to have her dream. She was willing to study hard to prove she was worthy of a Law scholarship.

My Momma believed in education and because she was sitting down to do her homework we would do ours too! Just by Momma being there you were encouraged to do your best because you knew Momma was doing her best.

My Momma taught us to never give up on living your dream of becoming a lawyer and on inspiring your children to do their homework. Momma taught us to keep looking and thinking and you will find a way to solve your problems and if you want something badly enough you will study and work hard enough to get it.

Momma was our role model. She was willing to lead us by example and show is how to study, how to learn, how to think, and how to reason out our problems.

My Momma never gave up on anything and neither should you! (C) 2026, 2009 Madeline Frank

Leadership Means Nothing If You Can’t Trust & Inspire, Part 2 by Madeline Frank, Ph.D.

2026-04-17T15:23:00.000-04:00

Every business owner wants their business to thrive. When starting a business, the owner(s) are usually involved in every aspect of the business and exert a terrific amount of control. As the business scales, however, that same Command and Control mentality can cripple the business. While it is essential to always inspect what you expect, top down leadership does little to empower or grow the team.

That change in mentality in business, away from constant control, was heavily influenced by Peter Drucker’s management philosophies being implemented in the 1960-1970s.

Trust & Inspire leader

Stephen M.R. Covey says, “The beliefs of a Trust & Inspire leader are.. like a lens; they enhance our vision. They bring people and things into focus. They help us see the world in a new way. And with that clear vision, we are better able to perform, serve, contribute, and learn. We see people not only as they truly are, but as what they could be.”

Mr. Covey says, “Each of us can become a Trust & Inspire leader through understanding and acting on the following 5 Fundamental Beliefs:"

1) “People have greatness inside them…so my job as a leader is to unleash their potential, not control them.”

2) “People are whole people…so my job as a teacher is to inspire, not merely motivate”

3) “There is enough for everyone…so my job as a leader is to elevate caring above competing.”

4) “Leadership is stewardship…so my job as a leader is to put service above self-interest.”

5) “Enduring influence is creating from the inside out…so my job as a leader is to go first.” (Stephen M.R. Covey, “Trust & Inspire”, 2022, p. 81)

A Trust and Inspire leader models trust, honesty, respect, and are accountable. They ask questions, (asking others for their opinion), and listen to understand their thoughts. It’s about inspiring, motivating, empowering, and developing their employee’s potential. It’s all about recognizing people’s potential, connecting with them, caring about them, complimenting their contributions, and helping them grow and improve to be their best selves. Trust and Inspire leaders develop people! They value others. They create a culture of caring.

They also hold others accountable. When it comes to leadership, to be unclear is to be unkind. People want to grow and they tend to thrive when given feedback. The great leaders are not afraid to offer course correction when things are not going well. (I’m sure you can think of a boss who had a tough conversation with you at some time in your life…it may have been unpleasant at that time, but it helped you grow).

Campbell’s Soup Company:

In 2001, Campbell Soup Company was in trouble. Stock prices had fallen, performance had hit rock bottom, and morale inside the company was collapsing. To stabilize the organization, the board hired Douglas Conant as President and CEO.

Within days of arriving, Conant realized the company’s biggest problem was not its products—it was its culture. The workplace atmosphere had become toxic. Distrust was high, engagement was low, and talented people were leaving the company in droves.

Conant later observed:

“You can’t expect a company to perform at high levels unless people are personally engaged. And they won’t be personally engaged unless they believe their leader is personally engaged in trying to make their lives better.”

He understood that organizational performance is inseparable from leadership style. If leaders create fear, disengagement follows. But if leaders create trust and respect, performance improves.

When Conant first walked through the doors of the corporate headquarters, he noticed rusty barbed wire surrounding the campus—a physical symbol of the emotional barriers that existed within the organization. Suspicion and frustration had replaced pride and collaboration.

Conant set out to reverse the culture.

Instead of a traditional top-down command-and-control structure, he vowed to build an inverted pyramid, where leadership exists to support the people doing the work. Employees would no longer be treated as expendable labor but as the company’s most valuable asset.

He formalized this commitment through what became known as “The Campbell Promise.” The pledge was simple but powerful: every person in the organization would be treated with dignity, respect, and integrity.

Conant believed that toxic culture usually begins with toxic leadership. If the environment is broken, leadership must change first. During his first three years as CEO, he replaced 300 of the company’s 350 senior leaders—an unprecedented move in the food industry. Half were promoted from within and half were hired externally, all chosen for their ability to lead with humility and respect.

But Conant didn’t attempt to change the culture from behind a desk.

He wore a pedometer, laced up his walking shoes, and spent hours each day walking through offices and production facilities—from corporate headquarters in New Jersey to plants across Europe and Asia. His goal was to log 10,000 steps a day while engaging directly with employees.

These daily interactions allowed him to ask questions, listen, and stay connected to the realities of the organization. He called these interactions “touchpoints.”

Conant also practiced a simple but powerful habit: handwritten recognition. Each day he wrote about twenty notes thanking employees for their contributions.

Doug Conant explained:

“I was trained to find the busted number in a spreadsheet and identify what’s going wrong. Most cultures don’t do a good job celebrating contributions. So I developed the practice of writing notes to our employees.”

Over ten years, he wrote more than 30,000 handwritten notes—even though the company had only about 20,000 employees. Around the world, employees proudly displayed those notes in their cubicles and offices.

The impact was profound. Employees valued those handwritten messages far more than a routine email because they represented authentic recognition from leadership.

As the workplace atmosphere improved, something remarkable happened: innovation returned.

Campbell’s employees began developing new retail display systems, such as gravity-feed shelving and clearly labeled soup racks now used in stores worldwide. They also introduced new product innovations, including soups designed specifically for microwave preparation.

Conant often said that the true transformation at Campbell’s was not about products—it was about people.

“The magic was on the inside.”

By 2009, the results were clear. Under Conant’s leadership, Campbell’s financial performance outpaced both the S&P 500and the S&P Food Products Index. Sales and earnings were rising, and employee engagement had reached world-class levels.

At the center of the turnaround was Conant’s simple leadership framework for everyday interactions: “Listen, Frame, Advance.”

His three-step “Touchpoints” approach worked like this:

1. Listen
Listen intently to understand what is really happening and what people need. Listening demonstrates respect and shows employees that their voices matter.

2. Frame
Clarify the issue so everyone involved has a shared understanding of the challenge.

3. Advance
Agree on the next step and who is responsible for taking action.

This approach changed the communication dynamic from “It’s all about me” to “It’s all about us.”

Every year Campbell’s surveyed employees to measure whether leaders were living the company’s leadership model—one centered on trust, respect, and engagement. Leaders who could not or would not adapt to this culture were replaced with those committed to a more civil and collaborative approach.

The transformation of Campbell’s Soup demonstrates a timeless leadership principle:

The atmosphere of a workplace is created by the behavior of its leaders.

When leaders cultivate civility, trust, and respect, employees engage more deeply, innovation accelerates, and performance follows.

Culture is not changed by slogans on the wall.

It is changed one interaction at a time.

How do you treat people? You treat them with curtesy and respect, and ask them questions.

Popeyes Louisiana Kitchen:

When Cheryl Bachelder became the new CEO of Popeyes Louisiana Kitchen “she walked into a mess”. (Stephen M.R. Covey) In 7 years she was the 5th CEO. She said, “I walked into a burning building.”

In her book, Dare to Serve, "profits had fallen, the number of customers had declined, morale and performance were down, product development was sagging. Its stock had gone from “$34 per share down to $11 on the day had walked through the door.”

“The relationship between the company and its franchisees as Cheryl described it, was “on the rocks.” Her franchisees “didn’t trust the company, and the company didn’t trust them. No one had trust and no one was thriving.”

Cheryl Bachelder’s top priority as CEO “was to establish trust with franchisees, modeling the belief that leaders go first. She asked her team to think about whether they were partners the franchisees could trust.” (pp.120- 121)

She focused “on her relationship with her franchisees. She and her team demonstrated humility, courage, and vulnerability by listening deeply to and empathizing with the needs and concerns of their franchisees. In her first thirty days, she recalls, “the most important thing I did was keep my mouth shut, and I went on the road for a listening tour.”

Who did she meet with?

“She met with and listened to franchise owners, restaurant general managers, and Popeyes customers. And let them all tell her what was wrong.”

She said, “the answers were usually in the room; everybody knew what was wrong. Nobody was fixing it.”

Cheryl Bachelder “listened and responded with authenticity, showing her character and desire to help franchisees succeed.” She then “fixed it” by implementing “solutions to every problem she heard. She recognized that in addition to building a high-trust relationship with the home office, what the franchisees needed to see from her and the company were results. She needed to demonstrate to everyone a way forward” by performing.”

“She even told Wall Street the exact thing she had told her board: that her franchisees, not her shareholders, were her first priority.” This was “a courageous statement from a CEO to her investors and board. And in the end, she met the needs of all stakeholders, including shareholders.”

After eight years, “unit sales per restaurant grew by 45 percent. Restaurant profitability soared, doubling in terms of real dollars. Popeyes’ market share overall grew from 14 to 27 percent. The stock price went from $11 to $79 at the end of Cheryl’s ten years as CEO, when the company was acquired by Restaurant Brands International.” (Covey, p.120)

Cheryl said, “The franchisees… a favorite of lenders… a favorite of investors…and a case study in serving up superior performance results. The secret to Popeyes’ turnaround per performance? We dared to serve.”

Cheryl Bachelder, CEO of Popeyes, “Leadership is not about your ambition. It is about bringing out the ambitions of your team…The leader must have both the courage to take people to a daring destination and the humility to selflessly serve others on the journey.”

Here are three thought-provoking questions that invite reflection on the stories of Campbell’s Soup Company and Popeyes Louisiana Kitchen?

1. How does seeing people as “whole human beings” rather than roles or titles fundamentally change motivation, loyalty, and long-term performance?

(What happens to culture when leaders lead with empathy instead of authority?)

2. If trust and inspiration can transform failing companies, what fears or beliefs most often stop leaders from choosing this approach—and what does it cost them when they don’t?

3. What can listening to your franchisees, employees, and stakeholders do for you? What questions should you ask? How can I help? (Send handwritten notes to employees celebrating their successes and contributions.)

-- Madeline Frank, Ph.D. is an Amazon.com Best Selling Author, speaker, business owner, teacher, conductor, and concert artist. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

DON’T LET ADVERSITY KNOCK YOU DOWN! by Madeline Frank, Ph.D.

2026-03-11T07:22:00.001-04:00

Walt Disney, “All the adversity I’ve had in my life, all my troubles and obstacles, have strengthened me… You may not realize it when it happens, but a kick in the teeth may be the best thing in the world for you.”

Walt Disney with his friend and collaborator, Ub Iwerks created “a new character, Oswald the Lucky Rabbit.” (1926) The Oswald cartoons were being turned out rapid-fire by Disney’s studio. They became very successful. “The hand drawn animation for Oswald was a labor-intensive process requiring many hours of painstaking work by Walt’s skilled artists. Skilled artists cost money.” He decided it was “time to negotiate a little more money for his product.”

Walt Disney, 25, went to New York to see Charles Mintz, the film distributor for Universal. “Mintz offered him substantially less than he was currently earning.” Minz said, “The Oswald character was owned by Universal, not Disney and most of Disney’s animators had already been quietly hired away.” (Jason Liller, 2013,“Walt Disney: Dreams Really Do Come True” (pp. 11-13)

Lesson: Always read the fine print on a contract.

Walt Disney was devastated. His business was “pulled out from under him… His investment of time, money, and talent was taken from him in a blink of an eye.” At this point he could have given up in defeat and returned home to Missouri, but that was not his nature.

While returning by train to Hollywood with his wife, Lillian, who worked as an ink artist at Walt Disney Animated Studio, he immediately thought about creating a new character to replace Oswald.

He said, “I was all alone and had nothing. Mrs. Disney and I were coming back on the train and I had to have something. I can’t tell them I’ve lost Oswald. So I had this mouse in the back of my head,,,”

With "input from his wife, Lillian, and a design revamp by" his friend and collaborator, Ub Iwerks, they created the character they believed "would secure their studio’s survival: Mickey Mouse." (Walt Disney: Dreams Really Do Come True, 2013, Jason Liller, p.15)

Walt Disney felt "bullied and betrayed" by Charles Mintz. Instead of tucking his tail between his legs and returning home, he decided his best response was to create something that would become wildly popular.

Walt Disney, “I function better when things are going badly than when they’re as smooth as whipped cream.”

When adversity knocks you down, get right back up, and visualize a new picture just like Walt Disney did!

Leadership Means Nothing if You Can't Trust & Inspire, Part 1 of 2 by Madeline Frank, Ph.D.

2026-02-05T11:32:00.000-05:00

What is a “Command & Control” leader?

Mr. Stephen M.R. Covey said, he “went on a sales call to a small, family owned manufacturing company where he met with most of the company’s executive team.” The executives explained to him “the positives and negatives that existed in the company culture.” One of the executives finally said with “exasperation clear in his voice.”

“Can we get real here? Our biggest problem is that we’re managed by a control freak!”

(The head of the company, CEO and founder called “Senior” was not in the room, but his presence was.”)

Hesitantly other executives agreed and said.

“It’s true, he can’t let go of anything.”

“He’s constantly looking over our shoulder.”

“He can’t pass anything on. And it’s time for him to pass it all on. “Junior” is ready.”

Junior, the founder’s son and heir, “had been working with the company since graduating college. He was well respected, and everyone felt it was time for him to take over. They all believed that his leadership would make the company more relevant and successful. Junior himself believed it, too- he’d told his father multiple times, “I’m ready, Dad. I can do it.”

“Despite Junior’s confidence and the team’s urging, Senior refused to let go.”

“Suddenly the man who had originally broached the subject of their controlling boss smacked his hands down on the table in frustration and explained, “For crying out loud, Junior is sixty-seven years old!”

Covey was “shocked”! “Senior was in his eighties or nineties and could not bring himself to cede control to his qualified and competent son, who had been working in the company for many decades. Senior’s leadership style was holding the company’s growth and progress back. He was hindering his employees and his son’s growth.

Covey continues, “Like Senior, most Command & Control people aren’t bad people. Most are decent people with fine character and good intent. But far too often their style gets in the way of their intent. Even when a leader is working toward a positive, beneficial outcome, a Command & Control approach leads to coercion, compliance, containment, and ultimately to stagnation. A Trust & Inspire leader, on the other hand, works toward that same beneficial outcome but does it through commitment, creativity, and the unleashing of talent and potential.” (Stephen M.R. Covey, “Trust & Inspire”, 2022, pp.4-5)

Command & Control:(Micro- management. Leadership is a position.)

Trust & Inspire leader

Stephen M.R. Covey says, “The beliefs of a Trust & Inspire leader are.. like a lens; they enhance our vision. They bring people and things into focus. They help us see the world in a new way. And with that clear vision, we are better able to perform, serve, contribute, and learn. We see people not only as they truly are, but as what they could be.”

Mr. Covey says, “Each of us can become a Trust & Inspire leader through understanding and acting on the following 5 Fundamental Beliefs:"

1) “People have greatness inside them…so my job as a leader is to unleash their potential, not control them.”

2) “People are whole people…so my job as a teacher is to inspire, not merely motivate”

3) “There is enough for everyone…so my job as a leader is to elevate caring above competing.”

4) “Leadership is stewardship…so my job as a leader is to put service above self-interest.”

5) “Enduring influence is creating from the inside out…so my job as a leader is to go first.” (Stephen M.R. Covey, “Trust & Inspire”, 2022, p. 81)

PepsiCo:

Mr. Covey says, Indra Nooyi, chair and CEO of PepsiCo called her leadership approach “Performance with Purpose”. He said, “she had already inspired her people by connecting them to purpose, meaning, and contribution in their work. But what really struck me was how she inspired others by personally connecting with them by genuinely caring about them.”

“She shared with me that during a visit to her family in India, she noticed the pride her mother felt when others praised her for raising Indra to be such a successful leader. She particularly noticed how others’ praise was not to Indra for being a CEO but rather for her mother (and late father) who had raised her.”

Indra said, “They told my mom, “You did such a good job with your daughter. Compliments to you. She’s CEO.’ No one said a word to me.” (p.37)

Mr. Covey, “Indra realized that the leaders of her own company had parents who deserved to hear the same thing about their children. The experience with her mother inspired Indra to write as many as four hundred personal letters annually to parents of her senior executives. In the letters, she thanked the parents for their magnificent work in raising such good and capable sons and daughters.”

“Both the parents and the senior executives were sincerely touched by Indra’s heartfelt letters. They were also inspired.”

Mr. Covey continued, “People felt valued and seen as whole people, not just people who were compartmentalized for their work.”

“One of her executives exclaimed, “My God, this is the best thing that’s happened to my parents. And it’s the best thing that’s happened to me.”

Mr. Covey, “How would you feel if your boss sent a similar letter to your parents or spouse? Or even your children? Knowing that someone cares about us and recognizes the work we do is crucial to a fulfilled life, because it honors the whole person. Not only that, it inspires us.”

Microsoft:

Bethany McLean author and reporter wrote at Vanity Fair, Microsoft’s situation 12 years ago. “There’s a sense in the world outside Redmond, Washington, that Microsoft’s best days are behind it, that the sprawling colossus, which employs more than 100,000 people, doesn’t know what it is, or even what it wants to be.”

Microsoft had lost its relevance in the market place and in the workplace. Innovation had ceased! (Trust & Inspire, Stephen M.R. Covey. PP. 24-25)

In 2014, Satya Nadella, Indian born, succeeded Steve Ballmer as Microsoft’s CEO. Harry McCracken in his article for Fast Company wrote: “The Microsoft that Nadella inherited was regarded by both Wall Street and Silicon Valley as fading toward irrelevance”. Microsoft’s “stock prices had plummeted while Apple and Google were flourishing to record valuations.”

The situation was bleak at Microsoft. “Microsoft’s forte of desktop computers to smartphones, quickly leaving Microsoft behind as the market share of Windows on smartphones fell to less than 4 percent. Moreover, top talent was leaving. It was no longer perceived as a cool place to work.”

Microsoft’s culture was “a foundational problem.”

“Nadella immediately assessed what was going on and how it was affecting Microsoft’s sustainability. In his memoir, Hit Refresh, Nadella described the era of warring gangs by saying, “Innovation was being replaced by bureaucracy. Teamwork was being replaced by internal politics. We were falling behind.” (p.25)

Nadella’s number one goal as CEO was changing Microsoft’s culture.

Mr. Covey said, “As a Trust & Inspire leader, Nadella understood the first epic imperative of our time: to succeed, you must win in the workplace by attracting, retaining, engaging, and inspiring the best people.” (p.25)

How did Nadella change the culture?

Mr. Covey, “Nadella came in quietly and thoughtfully .. right away modeling a Trust & Inspire leadership style that ultimately transformed the company culture. He began by modeling the behavior he was seeking- humility, empathy, authenticity, personal growth, creativity, collaboration. His leadership paradigm was one of trusting and inspiring others-manifest by adapting a “growth mindset,” not only for himself but also for others, unleashing them to become the driving force of Microsoft’s success. He successfully revitalized the company’s cutthroat culture, completely changing the trajectory of Microsoft.”

Nadella revamped Microsoft’s mission and strategy enabling “greater teaming and collaboration” enriching the organization. New technologies were developed. “Deploying Microsoft 365 Copilot Engage and becoming and Microsoft “Frontier IT firm.”

“Working efficiently and consistently with Copilot and AI requires ongoing learning, especially as capabilities are continuously evolving. Gamification offers an excellent way to keep colleagues engaged—helping them learn effortlessly while having fun.”

Kirsten Bliefernicht, senior business program manager, Microsoft Digital

“The result is interactive—you see visuals, you hear music, and the creativity surprises you.” Ju Bu, business program manager, Microsoft Digital

Results: Covey, “When Nadella became CEO, Microsoft was valued around $300 billion.” Today, January 8, 2026, Microsoft is valued at $3.59 trillion. Nadella’s inspiring leadership “unleashed people’s potential and enabled everything else.” (Covey,p.26)

Satya Nadella, CEO of Microsoft, “Being a leader is a privilege you have. Your job is about being able to help people realize their potential. That’s what in fact, is expected of you.”

A tale of two principals:

Mr. Stephen M.R. Covey, shared the following story of a teacher who worked for two different principals. The first principal’s style was “benevolent Command & Control. He was competent, nice, and respectful-but didn’t trust his teachers. He often threw them under the bus when it came to situations with parents. He told them one thing to their face and did the opposite once they were gone.”

The culture:

The atmosphere was “draining and joyless” among the teachers and staff and “the turnover rate at the school soared. Many teachers even left during the middle of the school year despite not having a new job to go to.” (p27)

The following year a new principal, a Trust & Inspire leader, came to the school. She believed in trusting her teachers, recognized their hard work, and “connected with teachers, staff, and students and cared about the work and them. She was open and transparent, and connected them all to the larger purpose of the power of education.” At the school, the teachers, staff, students, and the parents “felt energized and excited.” She modeled and built relationships of trust throughout the school. Teachers and staff enjoyed working at the school and inspired their students to learn and grow. (p.27)

Here are three thought-provoking questions that invite reflection across all of the stories—from Senior & Junior, to PepsiCo, Microsoft, and the two principals:

1. When does a leader’s desire to “protect what they built” quietly turn into a barrier that prevents others—and the organization itself—from growing?
(What warning signs suggest it’s time to let go, even when intentions are good?)

2. How does seeing people as “whole human beings” rather than roles or titles fundamentally change motivation, loyalty, and long-term performance?
(What happens to culture when leaders lead with empathy instead of authority?)

3. If trust and inspiration can transform a failing company, a struggling school, and individual lives, what fears or beliefs most often stop leaders from choosing this approach—and what does it cost them when they don’t?

mfrankviola@gmail.com

Benjamin Franklin’s 13 Virtues: A Plan for Success One Week at A Time by Madeline Frank, Ph.D.

2026-01-21T08:24:00.000-05:00

1. Eat not to dullness; drink not to elevation.

2. Speak not but what may benefit others or yourself; avoid trifling conversation.

3. Let all your things have their places; let each part of your business have its time.

4. Resolve to perform what you ought; perform without fail what you resolve.

5. Make no expense but to do good to others or yourself; i.e., waste nothing.

6. Lose no time; be always employed in something useful; cut off all unnecessary actions.

7. Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly.

8. Wrong none by doing injuries, or omitting the benefits that are your duty.

9. Avoid extremes; forbear resenting injuries so much as you think they deserve.

10.Tolerate no uncleanliness in body, clothes, or habitation.

11.Be not disturbed at trifles, or at accidents common or unavoidable.

12.Rarely use venery but for health or offspring, never to dullness, weakness, or the injury of your own or another’s peace or reputation.

13.Imitate Jesus and Socrates.

How did Franklin acquire these virtues?

“My intention being to acquire the habitude of all these virtues, I judged it would be well not to distract my attention by attempting the whole at once, but “to fix it on one of them at a time; and, when I should be master of that”, then to proceed to another, and so on, till I should have gone through’ the thirteen; and, as the previous acquisition of some might facilitate the acquisition of certain others, I arranged them with that view, as they stand above."

" Temperance first, as it tends to procure that coolness and clearness of head, which is so necessary where constant vigilance was to be kept up, and guard maintained against the unremitting attraction of ancient habits, and the force of perpetual temptations. This being acquired and established, Silence would be more easy; and my desire being to gain knowledge at the same time that I improved in virtue, and considering that in conversation it was obtained rather by the use of the ears than of the tongue, and therefore wishing to break a habit I was getting into of prattling, punning, and joking, which only made me acceptable to trifling company, I gave Silence the second place.”

Franklin developed his 13 Virtues, in 1726, while traveling by ship from London to Philadelphia during his 80 days of travel. Each week he would master one virtue! Throughout his life he “continued to practice and reflect on these virtues.”

Take the one-month challenge.

Each week pick one of Franklin’s virtues to work on and master. For this New Year which of the 13 Virtues will you work on first?

If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

CREATING A VIRTUAL MASTERMIND by Madeline Frank, Ph.D.

2025-12-03T11:48:00.000-05:00

What can a virtual mastermind group do for you?

High achievers long ago realized they needed to tap into the knowledge and experience of other people to solve problems and reach new levels of growth.

One of the greatest examples of tapping into the experience of others begins with Benjamin Franklin.

Benjamin Franklin was a Founding Father of the U.S. and the only one to sign all four key documents establishing the U.S. He was also a printer, author, philosopher, politician, statesman, diplomat, scientist, economist, and inventor.

Background:

Benjamin Franklin wasn’t born the oldest sibling with over-achiever traits, many of us see today. He was the 15th of 17 children. Ben’s father wasn’t a college graduate; he made soap and candles. He was a tradesman.

The most foundational trait he passed on to his children was his love of reading. Benjamin’s mother realized that while their home was crowded and noisy, she was committed to making it a healthy and happy home.

At the age of 8, Benjamin’s father sent him to South Grammar School, later called the “Boston Latin” school, preparing young Benjamin to be a minister. Two years later, Josiah ran out of money and brought Benjamin home to work with him in the candle making business.

Apprenticed at 12 to a printer:

Benjamin, loved to read and learn. He would borrow books from his friends. From these books he taught himself grammar, philosophy, and arithmetic. Every time he saved a little money he would purchase books to read and learn from. His friends also loved to read books and they regularly studied the books and discussed them.

When Benjamin was 12 years of age, Josiah had him apprenticed to his older son, James who was a printer. The apprenticeship was signed for 7 years. (Yes… at the age of 12!)

“New England Courant”:

James Franklin began his “New England Courant” newspaper in Boston in 1721 when his brother Benjamin was 15. It was the third paper in Boston. James’ and his friends wrote articles, opinions, news of the day, advertisements, and other information.

The beginning of Benjamin’s Writing Career:

Benjamin began writing articles and asked his brother James to publish them in his newspaper. James refused! So, Benjamin, 16, under the pen name Silence Dogood, (wrote as the Widow Dogood, a 40-year-old widow). Benjamin put his letters under James’ door every two weeks.

Benjamin Franklin at 16 became the printer & publisher of his brother’s “New -England Courant”. James had written an article against the government and was put in jail. The next year, Benjamin Franklin, 17, became for the second time, printer and publisher of his brother’s “Courant” newspaper. James, this time, wrote an article “mocking religion”. Once more the court made the decision to jail him. James escaped out of town.

By September 1723, Benjamin Franklin had had enough of his brother’s “abuse and strict control”. He escaped by traveling to New York and later Philadelphia looking for a new opportunity in the printing business. He worked several different jobs during this time.

Birth of Benjamin Franklin’s Junto Club in Philadelphia:

At 21, Benjamin Franklin founded the Junto Club, a weekly discussion group of 12 men. Another name later given to his “Junto Club” was “Leather Apron Club”.

Benjamin decided tradesmen should have the opportunity of an education just as the wealthy people who were able to send their children to be educated at colleges/ universities.

The difference to him was reading books, learning from them, and discussing them with others who loved reading, learning, improving themselves, and discussing what they read. He thought that this would be a great equalizer. (Today we call it a “think tank, a mastermind” group.)

What questions should you ask your prospective members of your Master Mind or Junto?

What 4 questions did Benjamin Franklin ask his prospective Junto Club members “to qualify” them as a member?

“Each person was also asked to stand up, and lay their hand on their heart, and answer the following questions”: (Updated to 21st Century English)

1) “Do you feel “any disrespect” for any of our members?” Answer. I do not.

2. “Do you “sincerely declare” that you love mankind; no matter what profession or religion?” Answer. I do.

3. “Should anyone be harmed in body, name or goods, for their opinions or their religion?” Answer. No.

4. “Do you love the truth, and will you endeavor to find, receive, and communicate it to others?” Answer. Yes.

In Benjamin Franklin’s Memoirs he wrote “I had formed most of my ingenious acquaintance into a club of mutual improvement, which we called the Junto; we met on Friday evenings. The rules that I drew up required that every member, in his turn, should produce one or more queries on any point of Morals, Politics, or Natural Philosophy, to be discuss’d by the company; and once in three months produce and read an essay of his own writing, on any subject he pleased.”

It was agreed to have “12” members who “were tradesmen and artisans”. The Junto Club continued for 38 years. When they saw a problem, a need, they found a solution. Education began by starting the first Public Libraries in 1731. From their Junto members personal libraries, they would gather books for the first lending library in Philadelphia. Learning through reading, educating everyone no matter what their financial circumstance. Education to Benjamin Franklin was the great equalizer.

After fires killed people, destroyed homes, and businesses, Benjamin and his Junto members began in 1736 in Philadelphia the Union Fire Company, a volunteer fire department. They also began a Volunteer Militia to protect and secure the colony.

Where they saw a need, a solution would follow.

In 1749, Benjamin Franklin involved some of his Junto members in designing the University of Pennsylvania and in 1751, the Pennsylvania Hospitalwas founded by Benjamin Franklin and his Junto. When Benjamin Franklin saw a need he worked to find a solution leading the way with his Junto members. Team work at its best!

Here are 3 things for you to consider when forming your mastermind:

1. Identify the values of your mastermind. Will it be a business roundtable? Bible study? Marriage strengthening? You decide.

2. Limit your group to 6 people. Any bigger than that and it is impossible to manage.

3. Understand that part of the mastermind is holding others accountable. Be prepared to give and take accountability.

So, who would you like to have in your virtual mastermind and what would your criteria be?

Madeline Frank, Ph.D., is an Amazon.com Best Selling Author, speaker, business owner, teacher, concert artist, and parent. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker or virtual speaker contact Madeline at: mfrankviola@gmail.com

Living Thankfully: How Gratitude Shapes Our Lives and Legacy by Madeline Frank, Ph.D.

2025-10-23T15:57:00.000-04:00

As Thanksgiving draws near, many of us pause to reflect on what we’re thankful for. But gratitude isn’t meant to be a once-a-year guest at our table—it’s meant to live with us every day.

Walker Larson, in his article “Planting Virtue: How to Raise Grateful Kids” writes that “Thankfulness is more than just good manners—it’s the foundation for good character, health, and happiness.” He’s absolutely right. Gratitude doesn’t just make us polite—it makes us strong, centered, and joyful.

The Power of Gratitude

When we count our blessings, something powerful happens. Our focus shifts from what’s missing to what’s meaningful. Grateful people are proven to sleep better, stress less, and smile more. They enjoy stronger relationships, better health, and deeper peace of mind.

Gratitude changes the lens through which we see life—it turns ordinary moments into miracles and challenges into opportunities for growth.

A Heritage of Hope and Gratitude

For me, gratitude is also rooted in heritage. My family’s story began with courageous men and women who emigrated from Europe to America—people who left behind everything familiar in search of freedom, safety, and opportunity.

They arrived with little more than faith, determination, and a belief that tomorrow could be brighter. Their legacy of perseverance and gratitude shaped generations to come. They taught us that blessings aren’t measured in wealth, but in love, resilience, and community.

The Women Who Modeled Gratitude

My mother, Romayne Leader Frank, was the granddaughter of European immigrants who believed deeply in education and self-reliance. She studied law while raising two children, scheduling her classes so she’d be home when we returned from school. We’d sit together at the dining room table—Mom with her law books, my brother and I with our homework. Whenever we struggled, she’d smile and say, “How about opening your book and looking for the answer?”

That simple phrase still echoes in my life—it taught me curiosity, confidence, and gratitude for the ability to learn.

My grandmother, Mary Chernick Leader, carried her parents’ immigrant values forward. She worked as a secretary, led a women’s stock club to teach financial independence, and volunteered with the Braille Society. I’ll never forget reading aloud to her at age seven, earning a tiny reward—a bite of chocolate and a sip of Coca-Cola—for each page. She made learning sweet in every sense of the word.

My mother-in-law, Pearl Neustein Berger, was the sixth of eight children born to European immigrants who taught honor, hard work, and faith. Widowed young, she raised two children on her own, working long hours at B. Altman’s Department Store in New York City. She insisted her children study, serve others, and attend religious services every week. Her quiet strength and endless generosity still inspire me. She was five feet one inches tall and to me she was one of the tallest and strongest women I have known because of her caring and commitment to her family, friends and helping others.

Pearl Berger’s sister, my Aunt- in- Law, Helen Neustein shared that same spirit of gratitude and grace. She was the 7^thchild of the family. Helen also worked at B.Altman’s Department store in the shoe department. She was a wonderful person with a very big heart raised with the values of honor and respect just like her sister Pearl. My husband, Allan, remembers her playing baseball with him as a child. She was always patient and kind. Helen was also about 5 foot one inch tall but she seemed 6 feet tall because of her caring and commitment to her family, friends, and clients.

These remarkable women—each descended from immigrants who braved new beginnings—taught me that gratitude isn’t about possessions; it’s about perspective.

How to Live and Model Gratitude

Gratitude grows stronger when it’s shared.

· Start your day with reflection. Write down three things you’re grateful for.

· Acknowledge someone weekly. A note, a call, or a simple “thank you” can make a difference.

· Honor your roots. Remember the people who came before you and the sacrifices they made so that you could live the life you have today.

· Teach by example. Model gratitude for children and loved ones—praise effort, kindness, and integrity more than achievement.

When ungrateful attitudes appear—especially in younger generations—use it as a teaching moment. As Dayton Children’s Hospital notes, helping children handle disappointment builds strength and appreciation.

The Ripple Effect of Thankfulness

Living a life of gratitude is more than good manners—it’s transformational. Grateful people are more creative, compassionate, and courageous. They attract positivity, deepen relationships, and face adversity with calm confidence.

Gratitude is a magnet for joy. It reminds us that every sunrise is a gift, every friendship is a blessing, and every challenge carries a lesson.

So, this Thanksgiving—and every day after—pause to remember where you came from and who helped you get here. The courage of your ancestors, the kindness of your loved ones, and the opportunities before you are all reasons to give thanks.

Madeline Frank, Ph.D., DTM is an Amazon.com Best Selling Author, sought after speaker, business owner, teacher, researcher, and concert artist. She helps businesses and organizations “Tune Up their Businesses”. Her innovative observations show you the blue prints necessary to improve and keep your businesses successful. She writes a monthly newsletter “Madeline’s Monthly Article & Musical Tips” and a monthly radio show “Madeline’s One Minute Musical Radio Show”. She has just published her new book “Leadership On A Shoestring Budget”. Her book is available at Amazon.com on Kindle or as a physical book. If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

PENNIES TODAY EQUAL PROSPERITY TOMORROW by Madeline Frank, Ph.D.

2025-10-16T11:34:00.002-04:00

The Discipline of Saving and Investing: Paying Yourself First.

Learning to save and invest is not just about setting aside money—it’s about paying yourself first. It’s about ensuring that you’re prioritizing your future self and setting up a strong financial foundation for tomorrow.

My friend Stewart taught his teenage daughter the power of saving when she started her first job. He encouraged her to save 40 cents of every dollar she earned. She took this discipline with her through high school, college, and into her adult life. As a result, she is now the proud owner of two condos, thanks to her consistent saving and investing. This lesson, if shared widely, can create a ripple effect of prosperity. Learn to save for your future car, house, condo, or other essential needs—and share this mindset with your family and friends.

My Journey: A Lesson from Momma

I began my journey of saving when I was just 8 years old. My Momma, Romayne Leader Frank, asked me to bring the $2.25 I had saved from doing chores. “We’re going on a new adventure today,” she said, smiling. We drove to a beautiful brick building—the bank near our home. She introduced me to Mrs. Teller, who helped me open my first savings account.

I’ll never forget the way Mrs. Teller explained compound interest to me: “Compound interest is the interest you earn on interest.” At the time, I didn’t fully understand it, but I could see the magic in action. Every few months, Momma would take me to the bank to deposit the new money I’d earned, and Mrs. Teller would add the interest to my passbook, along with the compounded interest from the previous deposits. Watching my money grow over time became a thrill for me.

The Magic of Compound Interest

As I grew older, I learned more about how compound interest could work for me. The longer you leave your money invested, the more it can grow exponentially. The interest earned on your initial investment gets reinvested, so you earn interest on a larger and larger sum over time. This is why starting early is so powerful.

Let’s take a simple example: If you invest $100 and earn 5% interest annually, in one year, you would earn $5. But, the next year, you will earn 5% interest on $105 (your original $100 plus the $5 interest). The following year, you’ll earn interest on $110.25, and so on. This snowball effect can lead to wealth over time, especially if you start early and let your money grow.

Simple Savings Plans: A Foundation for Success

Before diving into more complex investments, it’s important to have a solid foundation of simple savings. Saving consistently and building an emergency fund will allow you to weather unexpected financial challenges and invest with confidence.

The Key to Simple Savings Plans:

1. Consistency is Key: It doesn’t matter how small your contributions are; the key is consistency. Set up a savings account with interest and begin to save your money to make saving a habit.

2. Emergency Fund First: Before diving into stocks or bonds, prioritize building an emergency fund that covers three to six months of living expenses. This gives you peace of mind knowing that you’re covered in case of a job loss or emergency.

3. High-Yield Savings Accounts: If you’re keeping money in savings but don’t want to take on investment risks, consider putting your money in a high-yield savings account. These accounts offer better interest rates than traditional savings accounts, allowing your money to grow while remaining safe.

4. Budgeting and Expense Management: My Momma taught me the importance of keeping a ledger, budgeting my expenses, and paying myself first. It’s important to track your income and expenses so that you can consistently contribute to your savings.

Start Today for Prosperity Tomorrow:

As my story shows, the habit of saving and investing can set you on a path to financial prosperity. By starting early and consistently saving, you’ll see the compound interest work in your favor.

As you begin your own journey, remember that small, consistent actions can lead to long-term success. So, start saving your pennies today, and watch as they turn into your financial prosperity tomorrow. © 2025, 2024, 2019

Madeline Frank, Ph.D., DTM is an Amazon.com Best Selling Author, speaker, business owner, teacher, John Maxwell Team Member, conductor, and concert artist. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

Happy Thoughts to Begin Your Day! by Madeline Frank, Ph.D.

2025-09-24T20:00:00.000-04:00

How to start your day with excitement and enthusiasm with an air of creativity!

Happy thoughts!

Do you remember as a child waking up at the crack of dawn, filled with happiness, excitement and enthusiasm because it was your birthday or a special holiday?

Do you remember how excited you were?

Do you remember the gift you received and how you enjoyed unwrapping it?

One of the most exciting gifts I received was when I was an eight year old child.

It was a violin. That violin was my opportunity to change my life and brought me great joy!

Do you remember receiving a gift that changed your life?

When you remember that gift does it make you happy and grateful?

When I was 12 years old, I took Home Economics in public school. Momma bought me a used Singer Sewing machine so I could make the required clothes for class. I also made things for my younger siblings like bibs, handmade dolls, and aprons. It was a wonderful gift to learn how to do something new. The class also taught us to sew, with nice hand stitching to hem clothes, and cook basic meals! I smile as I remember this!

What is the difference between a day that feels like everything that can go wrong will vs one that feels like everything goes your way?

It obviously starts with the beginning.

I’m sure you know someone who walks into the office every morning, a grimacing look plastered on their face, and they usually look for the negative side of everything.

I’m not sure how this person starts their day, but it probably looks like this:

· An alarm blaring at full volume, jolting them awake.

· Scrolling through social media (comparing yourself to others).

· Reading/watching the news (creating panic, fear, and doubt).

· Reading email (letting other people prioritize your time).

· Grumbling about going to work/school.

If this is the foundation for your day, what lens do you think you will see life through that day?

You will likely focus on things you do not want.

You will likely look at lack, doubt, and hopelessness with greater importance.

You will likely quash most positive thoughts that enter your mind.

Instead beginning your day like this:

1) Set your alarm clock to ease you awake (most phones have this setting to whisper you awake, rather than jolt you out of bed).

2) Spend a few minutes in silence, focusing on what you are grateful for. It is easy to do this when life is going well…but it is essential to do this when life is not perfect.

3) Move your body in some way, whether it is stretching or slipping into your workout clothes to get your heart pumping.

4) Journal for 5 minutes about whatever flows into your mind. Positive ideas can be captured, and concerns stop renting space in your mind once they are put on paper. Send a note of encouragement to a child, family member, or friend! Write 5 things down you are grateful for!

5) Only read/listen to/watch something growth related or positive.

It’s all about starting your day with gratitude and positive thoughts.

So how can you give yourself a gift like this every day?

· Begin your day by thinking of joyful things and gratitude.

· Don’t listen to the news.

· Don’t check emails for at least two hours after waking.

· Set your priorities for gratitude, growth, and challenge for the day (yes…we all need challenges! )

· Fuel your mind by reading a positive article.

· Write a motivating encouraging note or thank you note to child, parent, or friend.

Thomas Dreier said, “Today should always be our most wonderful day.”

One of the most effective strategies I’ve discovered to set myself up for success is to ask a series of “power questions”.

For example:

What am I grateful for in the past 24 hours?

What am I excited about today?

What am I unsure of, but know I can conquer today?

Gordon Tredgold of Leadership Principles Ltd says, “People are more open to ideas, communication, opportunities, and ambitious goals when they are happy.”

He continues, “Happy teams are productive teams, and this productivity comes from people’s openness to be more inspired when they are happy, it increases their belief in what they are capable of and what they are prepared to try.”

Zig Ziglar, motivational expert and speaker said, “You have to feed your mind daily with the good, clean, pure, powerful and positive.”

So, what is the best way to start your day?

Give this strategy a try for the next 10 days and let me know how it works for you!

Madeline Frank, Ph.D., is an Amazon.com Best Selling Author, speaker, business owner, teacher, John Maxwell Team Member, concert artist, and parent. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker or virtual speaker contact Madeline at: mfrankviola@gmail.com

Keys to Surviving During Times of Financial Stress by Madeline Frank, Ph.D.

2025-08-21T16:31:00.000-04:00

I’m sure you’ve known people who seemed to have it all together. Great marriage, great physical shape, financial success, etc. Then tragedy struck. Whether they had a health challenge, lost a job, divorce, or worse…their spouse died. Their “perfect life” seemed to unravel and not long after they seemed destitute.

Of course, it is necessary to grieve the loss of a loved one, a job, or anything else. Yet, proper planning can help a tough time, by giving you one less thing to worry about.

Are you getting married soon? Several of my former students have just gotten married and next month another former student will be marrying his sweetheart. Whether you are single, married, divorced, or your spouse has passed away you need a plan in place for your financial future to protect you and your family.

When I was engaged to be married, my Momma, Romayne Leader Frank, who was a lawyer specializing in Family Law and Real Estate, was getting ready to give a speech to the local Women's Club on "Financial Success".

Mamma had clients who were widowers, widowed, divorced, and single who suddenly had no money or credit in their own name. The credit card and bank accounts were in their deceased spouses name, their divorced spouses name or in their parent’s name which meant they did not have any money or credit in their own name and were unable to pay their bills and take care of themselves and their families.

My Momma asked me to listen to her speech to see what I thought of it! Momma spoke of the need for women to have credit in their own name, not in their spouse’s name, their former spouse’s name or their parents name but in their own name.

On that particular day Momma was talking to the Women’s Club. When she spoke to other organizations she said “Everyone, meaning both men and women, should always have their own separate checking, savings and credit card accounts in their own name so they would never find themselves without a way to support themselves and their loved ones.

I have over the years called our families’ accounts yours, mine and ours. The same name as the Lucille Ball and Henry Fonda Movie "Yours, Mine and Ours".

In the movie the title referred to children though not to money. Over the years, I have shared my Momma's wisdom with many others. Her speech was well received by me and the Women’s Club and has stood the test of time.

What are the secrets my Momma, Romayne Leader Frank taught for women and men to be financially independent?

1) Open a savings account that is free or low fee in your name at a secure bank or credit union that is insured by the Federal Deposit Insurance Corporation and start immediately to put your money in it for your nest egg. Also open a free or low fee checking account in your name insured by FDIC.

2) Get a credit card in your name at a very low interest rate and begin to use it immediately and pay your bill as soon as the statement comes in to establish your credit. Do not carry a balance. (Some credit cards now have an extra fee 2-3% surcharge added just for charging the bill.) The benefits of establishing credit are easily muted by paying 30% interest when you spend more than you can pay off!

3) If you own a home or are planning on buying a home make sure your name is on the title. (Consult a recommended real estate attorney.)

Shop for mortgages. Rates change daily…and we are not likely to see a 3% mortgage rate again. Make sure you have a locked in ,fixed rate mortgage.

If you buy a house make sure your name is on the title and before purchasing your house have a professional title search done to make sure there are no liens or prior owners of the house.

4) If you are paying a mortgage on your house pay the bill on time. If the interest is too high, talk to the holder of your mortgage and get it moved down. Always get a fixed rate locked in mortgage.

5) If you choose to purchase a car and finance it, please be responsible. Too many people only focus on the payment instead of the total of payments. With very rare exceptions, cars always depreciate. Purchase a reliable vehicle at a price you can afford. Don’t worry about what your friends are driving…they won’t worry if you can’t make the payments on your shiny new car.

If you buy a car make sure the title is in your name. If you are paying the car off each month pay the monthly charge on time. If the mortgage on the car is too high, talk the mortgage company into lowering the rate. Make sure you have a locked in fixed rate mortgage.

Madeline Frank, Ph.D. is an Amazon.com Best Selling Author, speaker, business owner, teacher, John Maxwell Team Member, conductor, and concert artist. She helps businesses and organizations “Tune Up their Business". Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book“Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker or video speaker contact Madeline at: mfrankviola@gmail.com

Good Sportsmanship is Hard to Beat! by Madeline Frank, Ph.D

2025-08-12T09:19:00.000-04:00

Have you ever been to a sports event where the athletes competing against each other behaved respectfully in a caring manner to their team members and to their rival team members?

My family and I attended a world class Rodeo at the Utah Pioneer Days in Ogden, UT. These daredevil athletes treated us to a night of bareback riding, saddle bronc riding, bull riding, women riding two horses at a time while standing, and even a World Champion Bull Jumper!

I have great admiration for people who are committed to riding a bucking horse or bull (which can weigh up to 2000 pounds or more). As the gate opens and the animal explodes from its confinement, doing everything it can to throw the rider off. Yet the rider is committed to staying on. At this point, it is a matter of will, commitment, endless hours of practice, and many bumps, bruises, and scrapes along the way.

8 seconds doesn’t sound like a long time, unless you are trying to stay mounted to your bull or horse!

While each of the riders were in competition with one another, there was a tremendous amount of camaraderie. At the completion of each act, the performers were patting each other on the back, throwing a hi-5, and congratulating each other. During each performance, other riders were perched on either side of the horse or bull, at the ready to pull the person out of a dangerous situation if necessary.

This group of extraordinary men and women cared about the welfare of each other. Positive attitudes are contagious and make everyone perform better. The Master of Ceremonies introduced each athlete and praised them before and after. The audience was very enthusiastic and applauded and praised everyone loudly.

While most don’t experience the adrenaline rush of a rodeo every weekend, it serves as a great reminder that there are positive environments and activities which surround us every day if we choose to look for them. There are examples of great dedication and commitment to one’s profession or hobby…if we look for them.

That same weekend on TV, July 19, 2025 was the U.S. Classic, presented by Saatva, U.S.A. Gymnastics, at the NOW Arena in Hoffman Estates, Illinois. We watched these marvelous young women athletes do their amazing floor routines, balance beam, and parallel bars routines. These athletes were encouraged and supported by their team members and coaches with smiles, hugs, high 5’s helping each of them to do their best work. Coaches spotted on parallel bars to keep them safe. It’s all about caring about others!

Imagine if the members of Congress and the Senate worked together for the best results with the best intentions for the health, happiness, and success of their constituents. What a winning combination it would be!

Look for the good experiences and embrace them!

Madeline Frank, Ph.D., DTM, John Maxwell Team Member, and Certified World Class Speaking Coach is an Amazon.com Best Selling Author, sought after speaker, business owner, teacher, researcher, and concert artist. She helps businesses and organizations “Tune Up their Businesses”. Her innovative observations show you the blue prints necessary to improve and keep your businesses successful. She writes a monthly newsletter “Madeline’s Monthly Article & Musical Tips Blog” and a monthly radio show “Madeline’s One Minute Musical Radio Show”. She has just published her new book “Leadership On A Shoestring Budget” available in print or as an e-book. To contact Madeline for your next speaking engagement: mfrankviola@gmail.com

Stop Flapping Your Gums and Listen by Madeline Frank, Ph.D.

2025-07-25T13:28:00.000-04:00

Sometimes silence is golden! (Just like watching a movie at the local theater!)

When was the last time you discovered that your perception of a situation or person was not exactly as it seemed? It is easy to make a quick read of people and situations, but often times, there is great benefit to digging deeper to get a better understanding of the situation.

Instead of flapping your lips, stop talking and just listen!

I was picking vegetables at the local grocery store recently when older man with sleeves of tattoos stood beside me and started talking to me. The wrinkles on his face and the fatigue in his eyes made me think that this gentleman had been all over the world. Whether he was greeting memories or regrets, the mileage of his life’s experiences fit him like a glove.

Instead of walking away, I listened!

He shared that he was a retired Military officer with an ill wife. He just needed to talk and share what was on his mind. I just quietly listened for a few minutes. As we concluded the conversation, I could tell that he was more relaxed. We smiled and wished each other a good day. He just needed someone to listen. I nodded while listening to him!

If you want to connect with others, you have to listen to them, care about them, and be concerned about their welfare. Zig Zigler said it best; “You can have everything in life you want, if you will just help enough other people get what they want.”

Mary Kay Ash, founder of Mary Kay Cosmetics, said “Everyone has an invisible sign hanging from their neck saying, ‘Make me feel important.’ Never forget this message when working with people.” Think of a young child who insists that their parent proudly display their latest coloring masterpiece on the refrigerator. That need for recognition never goes away.

Mike Robbins, speaker and author says, “By listening to others, you show them respect. You let them know that you care about what they’re saying and that you value their perspective.”

Dale Carnegie’s second principle is “Show respect for the other person’s opinions. Never say, “You’re wrong.”

Drs. Ken Blanchart and Spencer Johnson, authors of The One Minute Manager Knows, “Catch them in the act of doing something right.”

Bob Burg, “Verbally acknowledge it and them. Make sure everyone knows about the recognition.” (The Art of Persuasion, p118, by Bob Burg)

By acknowledging positive behavior, it gets repeated.

It’s about the beginning of building relationships.

Bob Burg’s father, Mike Burg defined “Tact as the language of Strength.”

We have all experienced people who have rolled their eyes at a simple request, making us feel unimportant. On the flip side; Bob Burg shares a story of how a little bit of empathy can go a long way.

“It was several years ago while I was in the fantastic city of St. Louis, Missouri. After being seated for lunch, the waiter made his initial approach to our table with a bit of an…attitude. He was coldly polite and acted as if he’d rather not be there at all. One could say he literally looked “pained” to even be there.”

“And, indeed, he literally was, as indicated by his pronounced limp as he walked away. So, when he came back, my friend and colleague Dixie Gillaspie — kind and thoughtful as she always is — acknowledged his obvious discomfort and asked what happened.”

“He explained that he’d been hit by a car and was in fact in extremely significant pain. We didn’t ask him why he was there at work or in any other way pry; we just let him know how badly we felt for him and that we’d try not to bother him too much with needless trips back and forth.”

“You wouldn’t believe (or, maybe you would) how polite, solicitous, and friendly he then became. In fact, he made so many trips over to check up on us that we had to try and keep from getting his attention.”

“Dixie simply verbalized her concern and showed him she cared. Not only was she not offended by his attitude, but instead valued him enough as a human being to focus on *his* situation. Consequently, he went above and beyond in trying to please us.”

Burg’s “Key Point: As human beings, we have a need to know that people care about us. And, when people show us they do, even — perhaps especially — with no obligatory reason to, we will go out of our way to make them happy.”

“It’s just another of those “Laws of Life.” as reflected on by leadership guru, John Maxwell. Maxwell recommends asking 3 questions every time you interact with someone:

1. “Do you care about me?”

“Think back to when someone has done that for you. Did you feel yourself change in your thoughts and feelings toward them? When you’ve done that for others, what were the results you noticed? I’m guessing it changed them, and that you felt pretty darned good yourself.”

The world does not revolve around you. Challenge yourself to be more empathetic when encountering someone and see what happens.

2) “Can you help me?”

Everyone desires to have an experience they can rave about.

Since the dawn of time, people have been writing about solving problems rather than listing the features of their products or services.

Who would you rather do business with?

· The broker who tells you about how long his company has been in business, or the broker who assures you that he will help guide you through life to create a comfortable retirement.

· The dentist who tries to upsell you on every additional service they offer at every visit, or the dentist whose office calls you the evening after a procedure to check in and see how you are doing.

· The carpet salesman who just sells you the flooring and installation, or the salesman who stops by on his way home from work to drop off some spot cleaner because he recognized you had a pet and wanted to make sure you were prepared “just in case”.

No one cares what you do. They only care about how you can help them.

3)“Can I trust you?”

This is the biggest element. We have all been burned by someone who we thought we could trust and that often times makes us shy away from new relationships and opportunities.

Heartbreaks happen

Disappointments happen

Failures happen

You can either assign blame to the person who you feel harmed you and never expand your circle of influence, or you can realize that challenges are part of the game of life, and adding and trimming from your circle is essential to continuous growth.

Are you ready to stop flapping your gums and start listening?

Madeline Frank, Ph.D., is an Amazon.com Best Selling Author, speaker, business owner, teacher, concert artist, and parent. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. Contact Madeline Frank for your next live or zoom speaking engagement at mfrankviola@gmail.com

Management Techniques for Your Business Success by Madeline Frank, Ph.D.

2025-06-29T12:54:00.000-04:00

What are 5 management techniques that would instantly improve your business? How do you solve your problems at your company?

Maxey Jarman was a red headed, shy young man who was intrigued by science and raised to be a devout Baptist. He enjoyed working with radios and cars while attending a public high school in Nashville, Tennessee that had a program in engineering and technology. Maxey also helped start the first radio station in Nashville, WSM. After high school he became a student at Massachusetts Institute of Technology, MIT, in electrical engineering. As he was finishing his junior year at MIT, Maxey’s father, James Franklin Jarman, asked him to come home to Tennessee and help start a new shoe store, eliminating his previous partner who had done unethical things.

His father had Maxey work, for a year as a laborer, in the Nashville plant to learn the shoe business from the ground up. Later Maxey worked in the shoe store of the new Jarman Shoe Company. After 9 years learning the shoe business, Maxey Jarman became President and his father became the Chairman of the company.

Maxey saw an opportunity for expanding their shoe business and decided on a logical step-by-step plan of how to do it. He changed the Jarman Shoe Company name to General Shoe Company during the depression and moved into retail. In Michigan, Maxey, “bought a tanning plant”, produced shoeboxes, and supplied his manufacturing plants with chemicals, cement, and finishes. He purchased other companies increasing his shoe line to include children’s and women’s shoes and apparel. He increased profits by selling his products through retail stores General Shoe Company purchased.

In 1959, General Shoe Company changed its name to Genesco, Inc. By 1968, Maxey’s Jarman’s Genesco, Inc. had reached a billion dollars in sales with 83,000 employees worldwide.

Maxey Jarman, President and CEO of Genesco was a devout Baptist who pursued many philanthropic Christian causes. For many years Mr. Jarman taught Sunday School Classes at his Baptist Church.

Fred Smith, Sr. came to work for Maxey Jarman at his General Shoe Company when he was 20 years old. Maxey became his mentor and friend for over 43 years. Fred Smith, Sr. became the mentor of Zig Ziglar and Dr. John Maxwell.

What are 5 of Maxey Jarman’s leadership lessons that you will want to remember?

1) Maxey Jarman “listened respectfully” and “stressed” clarifying ideas by putting them down on paper. When a problem comes up, write the problem down, and write a solution for solving it! When Fred Smith had been working for Mr. Jarman for 3 months, he came in with a list of problems that he saw at the company. Mr. Jarman said after listening to Fred’s list, “Fred, I want you to take the next three weeks and write out solutions for each and every thing you found wrong.” When Fred returned to see Mr. Jarman, 3 weeks later, he had no solutions to the problems. Fred Smith said, “Mr. Jarman stuck his long finger in my face and said, “We want you here and we want your suggestions, even criticisms, but don’t you ever criticize anything until you have a better way worked out on paper to prove what you say and improve the condition.” Bacon said, “Writing makes an exact man.” Mr. Jarman worked on his personal development by making a list of the things he wanted to work on each year. He would put it in writing so it was specific and clear. In his company he said, “Emergencies were the evidence of poor planning.” He had few emergencies. He was reading to gain new knowledge every day and developing his mind.

2) Mr. Jarman was driven by responsibility, discipline and for getting results. You could always count on him. Mr. Jarman’s ” favorite story was how Jeb Stuart would sign his reports to General Robert E. Lee, “Yours to count on”, (YTCO). When Jeb Stuart wrote it he meant it and so did Maxey Jarman.

3) Mr. Jarman was always looked for opportunities for the future. He said, “Be grateful for all things.” He told Fred Smith, Sr. “It’s not the plants we have built, but the people we have helped develop that makes me the proudest.” Mr. Jarman was always helping others. He said, “Don’t try to strengthen people in their weaknesses; it’s less productive than utilizing their strengths.”

When someone said something about another executive saying, “He acts like he owns the place.” Maxey responded, “I’m glad he believes that, and I wish everybody here believed it and acted that way.” Fred Smith said, “He wanted everybody to have a genuine sense of ownership because he knew the motivation that develop”.

4) Before he made a decision he was open-minded. Once he made a decision he was decisive. Fred Smith said, “Mr. Jarman would quickly review a decision when he thought it involved a moral mistake. Once he had the books opened just to give an employee a $2.85 refund because “The question isn’t how much trouble, but do we owe it?” Mr. Jarman was honest, filled with character, and integrity.

5) Mr. Jarman did not believe in wasting time. He always stayed on the topic at hand and liked people to get to the point and be clear and decisive. His conversations were always business like and stayed on the topic.

What was Maxey Jarman’s mission statement for his company?

“Genesco’s mission is to become the most customer-focused company in the footwear industry, with consistent performance in the top quartile as measured by market share, sales growth, return on assets employed and operating income.”

If you need a speaker/ video speaker contact Madeline at: mfrankviola@gmail.com

Building Your Solid Foundation for Success by Madeline Frank, Ph.D.

2025-05-28T17:35:00.000-04:00

Many years ago, my husband and I purchased a beautiful 2 story home with white shutters, and 4 colonial columns adorned the front of the house.This home was built in 1974 had lush greenery surrounding the drive, and was accented with a lake off the backyard. It was in one of the most sought after neighborhoods in Virginia.

This home was not only aesthetically beautiful, but it was going to be the place where we were going to raise our children and create fantastic memories. My family owned a construction company for years, and my husband and I realized that we needed to take care of several issues with the home, but it was going to suit us well.

We bid accordingly, and the sellers accepted our offer.

The outside looked lovely and well maintained. As we walked down the hall, we noticed the floor of the house was not level. As we continued through the kitchen we noticed the floor shifting down slightly. If you dropped a ping pong ball at the refrigerator, the ball would accelerate until it came to rest in the corner of the kitchen.

On the second floor, the closet and bedroom doors didn’t work smoothly. There were also several cracks in the walls and doorways. I knew this all pointed to one problem…the foundation.

As we were descending into the damp crawlspace under the home with one of the contractors we were interviewing to repair our foundation, with flashlights in hand and sweat dripping under our hard hats, we recognized the severity of the issues. Many of the posts that were under the support beams were too short and rotted.

Essentially, our house didn’t have the strong bones necessary to hold itself up. If we didn’t take action quickly, our house would be degraded beyond repair. The work that needed to be done wasn’t a beautiful new mantle we could show off to visitors…it was in the bowels of the home.

The company we hired let us know that the repair process would include a bit of short term pain. It would be messy, loud, and expensive…but in the end, our home would be able to withstand the test of time. The company cleaned out all of the bad items that had been there for decades.

One crisp October morning, four strapping young men who looked like body builders worked for five full days rebuilding the foundation. All with the goal of creating the right support necessary to last long after we are gone.

Every day as we walked across floors we felt them becoming more level.

Each step of the way we checked the work with our outside expert to see if we could feel the changes in the structure by walking across the floors and checking under the house each day. You could feel the floor rising and evening out. The doors to the closets and bedroom were now easy to open.

It took 5 days to replace the foundation of our 45-year-old house. The parallel between our broken foundation and the foundation of American government is striking. The work reminds me of our sagging government.

On April 30, 2025 it was President Trump 100th day of office. He gave the Commencement speech for the graduating students at the University of Alabama

President Trump said, “that the University of Alabama’s spring graduating class is the first of “the Golden Age of America,” .. the students could become “the greatest generation” of Americans.”

“You’ve done a lot of winning. Winning is a good thing to do,” Trump told the class of 2025 at the university known for its powerhouse athletic programs. “But today I’m also asking you to look forward to something very, very bright and more promising.”

President Trump shared with graduates what he and his team have accomplished in 100 days. Whether it was closing the invasion at our Southern border, protecting women’s sports, rebuilding the military, or repairing the morale of various law enforcement organizations which had been prevented from keeping their communities safe; America was back.

The president was introduced by legendary former Alabama Crimson Tide football coach Nick Saban. Trump’s address marks the first time in 18 years that the University of Alabama has brought in a commencement speaker for graduation festivities.

The commencement address was not a mere campaign speech. He shared stories, life lessons, and wisdom from others. He spoke about the importance of Common sense.

"President Trump offered almost a dozen pieces of life advice during his Thursday evening commencement speech to graduating students at the University of Alabama.” He inspired and motivated his audience to build and develop themselves and others to help develop and strengthen their country!

President Trump “ suggested to the students not to waste their youth, because success can come at a very young age. “I was 28 when I took my first big gamble to develop a hotel in midtown Manhattan, the Grand Hyatt, and it worked out incredibly well. But I was very young at the time. I was like a very young person in sort of an old-person business.” He also recounted other successful people in business and politics, including Steve Jobs, who founded Apple at age 21, and Walt Disney who founded Disney at age 21.

“James Madison, James Monroe, Alexander Hamilton and Thomas Jefferson, they were no older than 25 when they began the journeys that etched their names into the history books for all time,” he said. “So, to everyone here today, don’t waste your youth. Go out and fight right from the beginning from the day you leave this incredible university.”

“I know a lot of people that thought small. They’re very smart. I know others that weren’t nearly as smart, but they had a better picture of the big picture, because it’s just as hard to solve a small problem as a big problem, and it’s just as much energy and everything else except the result is going to be a smaller one.”

However, Mr. Trump cautioned the 2025 graduating class not to lose their momentum.

He told the sad tale of a fellow real estate developer, William Levitt, who became successful and decided to retire too early, sell his business, but later went bankrupt.

He recounted talking to Mr. Levitt at a party about what had happened to him.

“I went over and talked to him, and I said, How are you? He goes, ‘Donald, I’m not well.’”

“I said, ‘so can you come back?’ He said, ‘No, son, I lost my momentum. I shouldn’t have done it. I lost my momentum.’ And I never forgot that expression. He lost his momentum. If he would have kept going instead of selling and relaxing, he probably would have been three times bigger than he was, but he lost his momentum,” the President concluded.

“Other pieces of advice Mr. Trump gave the class of 2025 University of Alabama students were: have the courage to be an outsider, trust your instincts, think of yourself as a winner, be an original, and never give up.”

President Trump shared life lessons through true stories, common sense, doing the right thing, asking questions, and learning from others. He also said be a builder and developer.

If you could talk to the 23 year old version of you, what would you say?

Have you let the doldrums of life snuff out the sparks of passions and ideas in your world? You are never too old to reignite them. Embrace the uncomfortable, and get in touch with the 23 year old version of you with their whole lives ahead of them. You do have your whole life ahead. Make it count.

Madeline Frank, Ph.D. is an Amazon Best Selling Author, speaker, business owner, teacher, concert artist, and parent. She helps businesses and organizations "Tune Up their Business". Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book "Leadership On A Shoestring Budget" is available everywhere books are sold. Contact Madeline Frank for your next live or zoom speaking engagement at mfrankviola@gmail.com

WHEN A COUNTRY’S WALLET IS EMPTY…. by Madeline Frank. Ph.D.

2025-04-18T16:59:00.000-04:00

Great Britain in 1979 was on the brink of disaster, nearly bankrupt, and the populace was suffering from high unemployment, rising inflation, and crippling labor strikes. The citizenry had enough of the direction their nation was heading and they elected a new Prime Minister named Margaret Thatcher.

Thatcher ran on a principled belief that private citizens are usually more efficient than bureaucracy. She also believed that the size of government was bloated and that the socialist-lite attitude toward business and regulation would cripple the United Kingdom into nothing-ness.

She immediately began privatizing all nationalized industries such as aerospace, telephone companies, utilities, shipping, and public housing. The mandate she was elected on was to reduce government power, and to promote the rights of individuals. Her public housing initiative encouraged tenants to purchase their homes at favorable terms if they had lived there at least 3 years. Home ownership rates rose from 55% in 1980 to 71% in 2003.

Labor unions in Great Britain were crippling industry with their intimidation tactics and strikes. While unions served a valuable purpose in the early part of the 20th century by setting standards for safety and a decent workplace, they had begun to crush industry with their desires to maintain control. Prime Minister Thatcher stood firm against the unions bringing the coal industries and the steel industries under control. Employers and their workforce had achieved the proper balance. It was no longer necessary for men to join the unions.

Prime Minister Margaret Thatcher believed in putting her “faith in freedom, free markets, limited government and a strong national defense.”

During Thatcher’s 3 terms (11 ½ years), she realized the transformation of her country. When she became Prime Minister, her country was on the brink of financial disaster, lawlessness, and violence. Prime Minister Margaret Thatcher said at the time “Unless we change our ways and our direction, our greatness as a nation will soon be a footnote in the history books, a distant memory of an offshore island, lost in the mist of time like Camelot, remembered kindly for its noble past.”

The parallels between Margret Thatcher and Donald Trump are striking. America had become a shadow of its once great self. Mired in issues of addiction, lawlessness, a 2-tiered justice system, and political corruption running rampant. Not to mention soaring inflation and high unemployment.

President Trump immediately went to work to solve America’s problems! He hired Elon Musk to head the Department of Government Efficiency, (DOGE), “a White House team tasked with cutting federal spending”. As the CEO of Tesla, Space X, and other companies he has streamed line waste and brought efficiency to his companies.

Most Americans want their government to run like a business. If they can’t relate to running a business, perhaps they can relate to running their own household budget.

If you had household expenses that exceeded your income by $50,000 each year, would you take out a credit card to keep up your creature comforts?

No. You would hopefully tighten your budget and/or find a way to earn more money to prevent financial disaster.

Yet, this is what the federal government is facing, the same challenge. It buries it’s head in the sand and kicks the budgetary can down the road.

Overall, a large cross section of people were polled and said they wanted the following:

1. Run the government efficiently and spend our tax dollars responsibly.

2. Provide the best service as possible.

3. Keep government employees accountable to accomplish their work objectives.

When the Trump administration started scratching the surface of corruption and waste, organized protesters began chanting and destroying property in support of waste and abuse.

When Musk began Space X, the NASA Space program was going broke. Musk streamlined his company. His Space X company was paid “only” when they were successful. If his mission failed he received no money. Accountability is the name of the game!!

Musk also risked personal fortune to accomplish his vision. There were plenty of failures. Yet as of 2024, SpaceX logged 90% of all space flights in the US, NASA 5%, and all others 5%. Progress and innovation are messy and at times painful, but those things are necessary.

One of Elon Musk’s favorite interview questions that he asks all job applicants is, “Tell me about some of the most difficult problems you worked on and how you solved them.” (New York Post August 14, 2024: Elon Musk’s Favorite Interview Question…..)

This weeds out “professional interviewers” from people who have actually developed the skillset to embrace adversity, change accordingly, and move forward.

The behavior of the Dems acting like spoiled disrespectful children at President Trump’s speech on March 4, 2025 to the Joint Sessions of Congress reminded me of the 1971 movie “A New Leaf”. The film was written, acted in, and directed by Elaine May, based on a story by Jack Ritchie called “Green Heart”. Walter Matthau is Henry Graham, a former wealthy playboy who has squandered his inheritance. His valet Harold, played by George Rose, suggests he look into marrying a wealthy woman to support him. Elaine May, is the wealthy Henrietta Lowell, a botany professor whose family has passed away. Her crooked lawyer, Andy McPherson played by Jack Weston had been bilking her through bloated salaries and outrageous expenses of the 17 household servants he has hired to work for her at her home.

When Henry and Henrietta arrived from the airport from their honeymoon, they waited for Henrietta’s chauffeur to pick them up. He never arrived and they took a taxi to Henrietta’s house. They arrive at the house and Henry finds the chauffeur drunk and amorous with another employee. He meets the other 16 employees having a fine time on Henrietta’s money. No one is working. Henry asks his valet, Harold, to find the household account books. Mrs. Taggert, the housekeeper, is hiding them under her mattress. Harold is asked by Henry to gather the employees and to keep Mrs. Graham away from the meeting with the employees. Henry begins with Mrs. Taggert, the house keeper. In the “house hold accounts” it says for 5 years, at $130 a day for food with no receipts, $6,000 a month for miscellaneous expenses, and $800 a week for your salary. In the past 5 years you have taken $35,000 a year plus $800 a week. You are fired. You are a thief based on the household accounts. It is 7 minutes past 9 o’clock. If you are not out by 10pm. I will call the police!”

Henry says to John, the chauffeur. “should we scrap our cars? It says 15 miles a day per car, 1 mile parked in the garage. (Chauffer receives $600 a week.) John do you have a suitcase?”

John says with a smile, “I have 5 suitcases and could always use another one.”

Henry says, “Pack all 5 and be out of the house in 45 minutes or I will shoot you on sight for trespassing. I am an excellent shot!”

John says, “I don’t get it!” Henry, “You are fired, you are a crook. You have 45 minutes to leave or I will shoot you. I’m an excellent shot! Get all your belongings and leave. The rest of you have 2 hours to get out!”

The 17 fired employees go over to Henrietta’s lawyer, Andy McPherson law office and complain to him. He says, “We have been together for a long time, had bad years, good years, laughed, cried, nothing we can do. You have had a good run!”

Dave Sheffield, “When conservatives do not get their way it’s time to roll up their sleeves and get to work.”

“One crucial mark of maturity is taking responsibility for oneself. On the other hand, immaturity involves blame-shifting and excuse -making.” (Joe Rigney, “Leadership And Emotional Sabotage”, 2024, Canon Press, p.20)

History repeats itself!

“The fall of ancient Rome offers striking parallels to modern economic and political challenges, particularly in terms of government spending and fiscal policy. Both ancient Rome and the U.S. have struggled with excessive government spending and mounting debt.” (Perplexty.ai)

We want elected officials to treasure and protect America not to pilfer its treasury!

Thomas Sowell, economist, said, “The real goal should be reduced government spending, rather than balanced budgets achieved by ever rising tax rates to cover ever rising spending.”

What 4 secrets have we learned throughout history?

1) Instead of electing entitled, spoiled politicians- elect officials that are disciplined, honest, respectful, trustworthy, accountable, builders, and developers of America, its citizens and its resources. These elected officials must love, cherish, protect, defend, and care about America’s future!

2) Vote for and elect officials that are builders and developers of people, who have a proven track record of success at their business, understand the value of every dollar they earn and spend, and are accountable for their actions.

3) If you don’t protect and defend your country, America, you will lose it! Build a strong military with limited government!

4) Vote for elect officials that will treasure and protect America, not pilfer its treasury!

Remember what President Reagan and Prime Minister Margaret Thatcher said:

President Ronald Reagan, “America has always stood for: strong defenses; low taxes and limited government; compassion and fair play, like that embodied in the fair housing bill; faith in our future; and an openness to the rest of the world, as demonstrated in our trade legislation.”

President Ronald Reagan, “Freedom is never more than one generation away from extinction. We didn’t pass it to our children in the bloodstream. It must be fought for, protected, and handed on for them to do the same, or one day we will spend our sunset years telling our children and our children’s children what it was once like in the United States where men were free.”

Prime Minister Margaret Thatcher believed in putting her “faith in freedom, free markets, limited government, and a strong national defense.”

Prime Minister Margaret Thatcher, “Unless we change our ways and our direction, our greatness as a nation will soon be a footnote in the history books, a distant memory of an offshore island, lost in the mist of time like Camelot, remembered kindly for its noble past.”

Madeline Frank, Ph.D. is an Amazon.com Best Selling Author, speaker, business owner, teacher, conductor, and concert artist. She helps businesses and organizations “Tune Up their Business”. Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book “Leadership On A Shoestring Budget” is available everywhere books are sold. If you need a speaker/ video speaker contact Madeline at: mfrankviola@gmail.com

What Thinking Hat Are You Wearing? by Madeline Frank, Ph.D.

2025-03-07T08:39:00.000-05:00

Have you ever considered wearing different colored hats to solve your problem?

Hear is evidence that this works.

Norwegian energy company, Statoil (now Norsk Hydro) “had a problem with an oil rig that was costing his company about $100,000 a day. A certified trainer, Jens Arup, introduced the Six Hats Method and within 12 minutes the problem was solved-and the $100,000 per day expenditure was reduced to nil.”

In law cases “the jury took more than 3 hours to reach a decision. In the second case, one juror introduced the Six Hats Method. A decision was reached in fifteen minutes.”

Siemens, one of the largest corporations in Europe, has 312,000 employees in 2024 and revenue of €75.9 billion. (U.S. $79,180,018,500.00.)

Siemens “has found De Bono’s 6 Hat Method so successful that they have 37 internal trainers.”

IBM told De Bono “that the six hats method had reduced meeting times to one quarter of what they had been.”

What is this “6 Hats Method” that is helping companies and organizations streamline their decision-making process?

The facilitator of the session begins with using a particular hat for a certain type of thinking.” *Starting with wearing the “The blue Hat” the facilitator: (To begin and end the session like book ends. Overview.) “Control of thinking.”

De Bono says, “The blue hat is like a conductor of the orchestra. The conductor gets the best out of the orchestra by seeking that what should be done is done at the right time. Organization of thinking and process control. The purpose of thinking and what is to be achieved. The blue hat sets the strategy, keeps the discipline, keeps to the relevant hat and announces a change of hats.” (Edward De Bono’s "Six Thinking Hats”, 1985)

*Blue hat thinking: “Why we are we here? What are we thinking about? Define the situation or problem, alternative definitions, what we want to achieve, where we want to end up, the background of the thinking, and a plan for the sequence of hats to be used. Blue sky above.”

* The White Hat: Think of Facts, information. Focused question. Each person has one minute to give their thoughts.

*The Red Hat: “Think of Fire, warmth”. (Feelings, emotion, intuition.) each person has one minute to “express their feelings". “For example: the group is deciding if this person is the right one for the job.” Each person, wearing the red hat, is allowed to say this is how I feel about hiring J…….

*The Black Hat: Think of “Caution and Careful. Survival.” The “most used hat”. (Negative hat.) “The black hat stops us doing things that are illegal, dangerous, unprofitable, polluting…” What could go wrong?

*The Yellow Hat: “Sunshine, brightness, and Optimism. Positive assessment.” The benefits of the suggestion/idea and how it can be put into practice. (p.144) “The yellow hat has a high value because it focuses people to spend time seeking out value.” (p. 89.)

*The Green Hat “Energy, creativity, new ideas. Think of vegetation, growth, new leaves and branches.” Each person wearing the Green hat, gives a creative idea. “When the Green hat is in use everyone is expected to make a creative effort -or else to keep quiet.” (p.115)

*Final Blue Hat: “At the end of the session the blue hat asks “What have we achieved? What is the outcome, conclusion, design, solution, and next steps?”

Dr. De Bono says, “The biggest enemy of thinking is complexity, for that leads to confusion. When thinking is clear and simple it becomes enjoyable and more effective.” (Edward De Bono’s "Six Thinking Hats”, 1985, p.172)

Example:

Facilitator wears Blue Hat: What are we thinking about today?

Should we promote Langston as our new customer service banker/leadership trainee?

Fred Smith: “A leader’s first question should be: “Will this person help the organization to fulfill the mission?” Is he/she competent, experienced, knowledgeable, and a leader?

(Each team member has one minute to speak.)

Let’s put on our White Hats and ask each of our committee to give us facts about Langston's education and work record, his performance reviews every 6 months, and his connecting to his customers. Each member will have one minute. Each of the group has done their homework on Langston.

Team member 1: Langston graduated high school at the top of his class and began at the bank as a Teller. He was eager to learn and take the training as a Teller and enjoyed interacting with his customers. He has worked as a Teller for three years and is a loyal, honest, and trustworthy employee. His 6-month reviews were very good.

Team member 2: He immediately enrolled at night, after work hours, at an on-line accredited college to earn his Bachelors in Finance degree. He is currently completing his third year of College with top grades. I have seen his academic records.

Team member 3: He also works well helping to train new Tellers and he enjoys helping his customers. He smiles, he is courteous, and polite. His co- workers and customers like and trust him.

Facilitator: Let us put on our The Red Hat: “(Feelings, emotion, intuition.) “

Would Langston be a good fit to be our new Customer Service Representative? Your feelings on this. (Team member has one minute.)

Team member 1: I feel that Langston would be an excellent Customer Services Representative.

Team Member 2: I agree Langston would do well as a Customer Services Representative.

Team member 3: I also agree Langston would do well as a Customer Services Representative.

Would it be possible for him to continue working with new Tellers once a week? He is such an excellent trainer and teacher.

Facilitator let’s put our Black Hats on. *Black hat thinking: (Think of “Caution and Careful. Survival.” The “most used hat”. (Negative hat.) “The black hat stops us doing things that are illegal, dangerous, unprofitable, polluting…”

Do any of our Team Members have any negative things to say about Langston?

Each team member said No.

Facilitator says let’s put on our Yellow Hat: “Sunshine, brightness, and Optimism. Positive assessment.” The benefits of the suggestion/idea and how it can be put into practice. (p.144) “The yellow hat has a high value because it focuses people to spend time seeking out value.” (p. 89.)

Team Member 1: Langston is an optimistic, bright leader. He builds people up and helps them to be their best self.

He is a credit to this Bank.

Team Member 2: He is a people person and connects with them.

Team Member 3: He helps others and cares about them. He is a ray of hope in a storm.

He works with others well and is a good team member. When there is a problem he is there to lend his support with positive clear insight as he is always thinking, and learning to be better at the work he is doing for the Bank.

Facilitator let’s put on our Green Hat: “Energy, creativity, new ideas.” “Think of growth, new leaves and branches.” Each person wearing the Green hat, gives a creative idea. “When the Green hat is in use everyone is expected to make a creative effort -or else to keep quiet.” (p.115)

Team Member 1: Langston creates a positive energy with his co-workers by encouraging and motivating them. He has a good relationship with his customers, knows them by name, asks about their family members and they like him and trust him. He is a connector.

Team Member 2: He creates order and stability as a Teller.

Team Member 3: When there is a problem, Langston thinks clearly to find a solution and comes up with new creative ideas at our bank.

Facilitator let’s put on our Blue Hat for our conclusions. Final Blue Hat: “At the end of the session the blue hat asks “What have we have achieved, what is the outcome, conclusion, design, solution, and next step.”

All team members agree Langston will be promoted to Customer Service Representative and he will continue to train new Tellers once a week for one hour. Langston will begin his training as a Customer Service Representative next Monday.

For the next 10 days, which of the Six Hats will you wear and use in combination to solve your problems?

Let me know which hats you have used and if it helped your organization reach a decision faster!

Everyone Needs Encouragement by Madeline Frank, Ph.D.

2025-02-10T11:00:00.000-05:00

Every person in life needs positive encouragement to motivate and inspire them for success. Dr. George Adams says, “Encouragement is the oxygen of the soul.”

Dr. John C. Maxwell, the number 1 leadership expert in the world says, “When I’m interacting with people one -on-one, I try to practice the thirty -second rule, which I wrote about in my book “25 Ways to Win with People”. Within thirty seconds of a conversation, I try to say something encouraging to the person I’m interacting with.”

He continues, “When my daughter Elizabeth was a youngster she once told me, “Dad I love the way you look people in the eye and say something positive about them when you meet them,”

He said, “that made my heart smile.”

George W. Crane, medical doctor, psychologist, professor, and author taught in Chicago in the 1920’s at North Western University. When he began teaching students in his evening classes, he found that his adult students were older working in businesses, stores, factories, and offices during the day. Each of them desired to improve their education at night. Some of his students told him they felt isolated and shy. He designed his first assignment to help his students connect with others.

Dr. Crane said to his class, “You are to use your psychology every day either at home or work on the streetcars and buses. For the first month, your written assignment will be the Compliment Club. Every day you are to pay an honest compliment to each of three different persons… for 30 consecutive days.”

Dr. Crane said, “At the end of the 30-day experiment, I want you to write a theme or paper on your experiences. Include the changes you have noted in the people around you, as well as your own altered outlook on life.”

As his students complimented others their lives changed and improved too! And by complimenting others they too were motivated, encouraged, and inspired as well. Dr. Crane said, “Appreciative words are the most powerful force for good on earth.” (Compliment Club)

As a teacher I have watched my students, colleagues, family members, and friends blossom from words of encouragement. By giving them a sincere compliment, they have the energy and the desire to try harder at whatever they are working on. Everyone in life needs positive encouragement to help them grow, inspire and motivate them to succeed. The “Power of Encouragement” gives us hope that we can succeed and everyone needs it!

A fabulous story of motivating and inspiring students is “All the Good Things” by Sister Helen P. Mrosla. She was teaching her eighth-grade math students a very difficult math concept and her students were very frustrated. This is when she asked her students to write down all the students' names in the class, on two sheets of paper, and to leave room to write, “the nicest thing they could say about each of their classmates”.

After class, Sister Mrosla made a separate list of these wonderful compliments on two sheets of note book paper for each student and handed them out to her students the following Monday. Her students were all glowing with happiness after reading their sheets. Many years later she would be asked to attend Mark Eklund’s funeral by his parents.

Her former student was killed in Vietnam. When she spoke to his parents after the funeral they shared with Sister Mrosla the two sheets of notebook paper that she had written down “all the good things” his classmates had written about him. These two sheets were well worn and were in his pocket when he died.

Mark’s mother said, “Thank you so much for doing that. As you can see, Mark treasured it.”

These words of praise can last a lifetime. In all of life, people need praise and encouragement to improve, to be inspired, to learn, and to grow. When President Abraham Lincoln died, among the items in his pocket were 8 newspaper clippings on positive things said about him during his re-election campaign. During his Presidency, Lincoln was maligned many times by the newspapers.

These 8 newspaper clippings, President Lincoln read and re-read just as Mark Eklund read and re-read “all the good things” said about him by his classmates. Both men “treasured” their sheets. Words of praise can last a lifetime!

Compliments I have given to others:

“The carrot cake you made for me was so delicious.”

“Your smile lights up the room.”

“You are so optimistic and cheerful.”

“Your blouse looks so lovely on you.”

“I am so proud of you for the work you have done”

So, what are the three simple things you can do beginning today, for your ten-day challenge to inspire, encourage, and motivate others around you?

1) As Dr. George Crane said, “Every day pay an honest compliment to each of three different persons.” Coach John Wooden said “Be specific with your praise.”

2) Follow Dr. John Maxwell’s “30 second rule” and say your inspiring and encouraging words within 30 seconds of talking to someone. Dave Sheffield, motivational speaker and author says, “Happy employee’s equal happy customers”. This should be your motto for connecting with your students, family members, your colleagues, and anyone else you are around.

3) Every evening at home think of several “honest compliments” you can give to “3 different people” you will be coming in contact with the next day. They can be family members, business co -workers, students, friends, and strangers. Happy people are inspired and motivated to do better work. Give the gift of compliments and you will be given a gift in return.

So, begin today to train your mind to look for the good in people to brighten their day and your day. Always begin with an “honest compliment”! Remember words of encouragement motivate and inspire us to do a better job, to improve our skills, and work at a higher level. © 2025, 2013 Madeline Frank

Madeline Frank, Ph.D., DTM is an Amazon.com Best Selling Author, speaker, business owner, teacher, concert artist, and parent. She helps businesses and organizations "Tune Up their Business". Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book "Leadership On A Shoestring Budget" is available everywhere books are sold. Contact Madeline Frank for your next live or zoom speaking engagement at mfrankviola@gmail.com

Life Lessons from General Colin Powell by Madeline Frank, Ph.D.

2025-01-17T11:00:00.000-05:00

Colin Powell was born in Harlem, New York on April 5, 1937 to Jamaican immigrants Maud Ariel McKoy Powell and Luther Theophilus Powell. He was raised in the South Bronx and attended the New York Public Schools. He had an older sister.

Early years:

In 1950, the South Bronx during post war baby boom years “was the home of a large, thriving,” and vibrant community of mainly Jewish residence. There were synagogues, kosher bakeries, kosher butchers, and a baby equipment store called Sickser’s. There slogan was “Everything for the Baby”.

Mr. Sickser, with the assistance of his son in law Lou Kirshner, “ran a business out of the needs of the rapidly expanding child care population.” Business at Sickser’s was so busy on one beautiful spring day that Mr. Sickser and his son-in-law were unable to handle all their customers. They needed help. “Mr. Sickser ran out of the store and stopped the first youth he spotted on the street.”

"Young man," he panted, "how would you like to make a little extra money? I need some help in the store. You want to work a little?"

“The tall, lanky African-American young man flashed a toothy smile back. "Yes, sir, I'd like some work."

"Well then, let's get started." The young man, Colin Powell, "followed his new employer into the store.”

“Mr. Sickser was immediately impressed with his good manners and demeanor. As the days went by and he came again and again to lend his help, Mr. Sickser became increasingly impressed with the youth's diligence, punctuality and readiness to learn. Eventually Mr. Sickser made him a regular employee at the store. It was gratifying to find an employee with an almost soldier-like willingness to perform even the most menial of tasks, and to perform them well.”

Colin Powell from the age of 13 until his sophomore year in college worked “from 12-15 hours a week, at 50 to 75 cents an hour.”

“Colin would later recall that Sickser's offered the one stable point in his life those days.”

He appreciated “the steady employment” and “the friendly atmosphere Mr. Sickser's store offered. Mr. Sickser learned in time about their helper's Jamaican origins, and he in turn picked up a good deal of Yiddish. In time young Colin was able to converse fairly well with his employers, and more importantly, with a number of the Jewish customers whose English was not fluent.” (Warren Boroson, August 25, 2011, A (Jewish) Bronx Tale, Jewish Standard. Times)

College:

Colin Powell at 17, continued to work part time at Sickser’s and began his first semester at City College of New York. “He fit in just fine with his, for the most part Jewish, classmates.”

“The engineering and later geology courses he chose proved quite challenging.”

Collin Powell said, “It was only once I was in college, about six months into college when I found something that I liked, and that was ROTC, Reserve Officer Training Corps in the military. And I not only liked it, but I was pretty good at it. That's what you really have to look for in life, something that you like, and something that you think you're pretty good at. And if you can put those two things together, then you're on the right track, and just drive on.”

When he “shifted his study focus to ROTC he became a straight A student.” (Colin Powell Wikipedia)

Colin Powell said, “I became a leader almost immediately. Race, color, background, income meant nothing. [We] would go to the limit for each other and for the group.”

In 1958, he earned his Bachelor of Science in geology at City College of New York. “He held the distinction of being the first chairman to have attained his commission through the ROTC.”

In 1971, Colin Powell graduated with an MBA at George Washington University.

and in 1990 he received an honorary doctor of public service. (Colin Powell Wikipedia)

Army Career:

In 1958, Colin Powell began active duty as an army second lieutenant.

“The army had been desegregated just a few years earlier, but Powell refused to let racists and bigots “rent space in [my] head,” as he put it in a TV One television network interview in 2004. “I’ve never let my color or racism be a problem for me,” Powell explained. “Let it be a problem for the racists, never for me, because if you let it become your problem, then you’re weakened, and you start to doubt yourself.”

"That’s not to say he never got angry. (He remembers peeling out of the parking lot of an Alabama fast-food restaurant after being refused service at the drive-up window, for example.) His style, however, was to focus on solutions.”

Colin Powell married Alma Vivian Johnson, audiologist, on August 25, 1962. They had three children.

“When he and his new bride were assigned to live at Fort Bragg in North Carolina, Powell was unable to find suitable housing and contemplated sending his wife, who was pregnant with their first child, back to her parents’ house in Birmingham. An army pal insisted they stay with his family – despite the neighbors’ consternation at a black couple living with a white family – and Powell and his wife slept in kid-size bunk beds. For Powell, success has always been about coupling a big-picture focus with a drive to prove his opponents wrong by sticking it out and doing his best. “By doing my best every day, day after day, year after year,” he writes, “I finally got to the top.”

He served “two tours of duty in Vietnam.” He “rose to the top ranks of the U.S. military. In 1989, under President George Bush, Colin Powell was sworn in as the Chairman of the Joint Chiefs of Staff.”

“In 1993, two years after he guided the American victory over Iraq in the Gulf War, Colin Powell visited the Holy Land. Upon meeting Israel's Prime Minister Yitzhak Shamir in Jerusalem, he greeted the Israeli with the words Men kent reden Yiddish — "We can speak Yiddish." (Warren Boroson, August 25, 2011, A (Jewish) Bronx Tale, Jewish Standard. Times)

“Shot Callers and Brawlers”

“When he rose in the ranks, working under Presidents Ronald Reagan, George Bush, Bill Clinton and George W. Bush, Powell never hesitated to give his honest input, even if it ruffled feathers. “I’ve said to the president, ‘You don’t pay me to give you happy talk, you pay me to tell you what I think."

“Powell revealed in an interview with teenink.com, during which he encouraged young people to stand up for their beliefs and speak their minds.”

“In 1990, Powell was at a high-level meeting to plan a response to Saddam Hussein’s march into Kuwait. As the meeting wound down, Powell felt a key question had been sidestepped: would the United States be willing to go to war to liberate Kuwait? Although he knew the question might be premature and should not technically come from him, he remembered his repugnance for leaders who let the Vietnam War go on without pressing political leaders for clear objectives. He brought up the issue and was greeted by a palpable chill. Later, then Secretary of Defense Dick Cheney rebuked him for the broach of protocol. Still, Powell remained unapologetic. “

“I’ve told this to many bosses over the years,” Powell told teenink.com . “If you don’t want me to tell you what I think, then you need to find somebody else, because if you ask me a question, I’m going to answer it, and it’s kind of irrelevant to me whether you like the answer.”

“According to Powell, debates exist in all healthy organizations. “We’re supposed to sharpen the edges of debate, we’re supposed to argue with each other, we’re supposed to examine issues fully and without filters to help the president with issues,” he says. “So, if Don Rumsfeld comes from one point of view and I come from another and the vice president does and the director of Central Intelligence does, and we argue and debate and fight about it, this doesn’t mean the place is falling apart; it means it’s working.”

After the boss has made a decision, however, Powell considers it imperative to support it fully, no matter what his personal opinion might be. “Once a decision has been made,” he said in his autobiography, “the debate ends.”

“Powell demands the same kind of honesty from his own subordinates. As a general, for example, he always asked his commanders to speak up, share bad news quickly and ask questions if his guidance seemed unclear, even if that meant asking continued questions after repeated explanations. “The worst thing,” he wrote in his autobiography, “was for subordinates to labor in ignorance in order to conceal their confusion and wind up doing the wrong thing.”

“Powell can be as tough as they come, but those who’ve worked with him point out that he is also incredibly personable and engaging. “A friend of mine was an ambassador to Amman, and when he came back from his tour of duty, there was a note on his desk from Powell, thanking him for everything he’d done,” says General Anthony Zinni, USMC (ret.), who served as Powell’s special envoy to the Middle East from November 2002 to March 2003. “That had never happened before,” Zinni says. “He never had the secretary of state come down and shake his hand.” (Mission Critical: Leadership Lessons from Colin Powell by SellingPower .com/7045)

“From the Front Lines”

“Leadership can be lonely, but Powell never hid behind his lofty titles and trappings of power. In fact, he will go out of his way to eliminate the invisible lines of power that can cut leaders off from vital information. “In the military, when you become a four-star general, people will do anything you even suggest you want. If you say a wall looks a little dirty, by sundown, it’s painted. I had to work at breaking down that deference to hear from my people,” Powell said in Oren Harari’s Leadership Secrets of Colin Powell.” (McGraw-Hill, 2002).

“Over the years Powell developed ways of making himself available to anyone who might want to share a problem or idea with him. During his army command, he made a habit of walking a fixed route at the same time each day. Everyone keeps an eye on the boss and his habits, and soldiers quickly learned to take advantage of this valuable face time. As chairman of the Joint Chiefs of Staff, Powell outright encouraged employees to enter and leave his office “without exaggerated ceremony.” He kept round tables in his office and conference rooms, so no one would ever occupy the head seat. His desk was colossal in size, but when people entered his office, he was quick to come out from behind it for a handshake, and he was known for conducting discussions in a small alcove adjoining his office.”

“Behind these tactics is Powell’s desire to keep one ear to the ground. “He was always very interested to hear from people on the front line,” Zinni says. “He talked to me every day and called me anytime there was a policy or strategic decision being made at the senior levels. He wants the views from the people who are going to execute those decisions. That’s one thing everyone loves about him – that ability to bring subordinates in and involve them.”

“And with Powell, it’s genuine,” Zinni adds. “It’s not a put-on, and it’s not forced. He likes to seek people out at every level and always demonstrates his appreciation for what they do and for what they have to say.”

“Powell believes that knowing the opinions of those at the bottom will better inform the decisions made by those at the top. By constantly taking the pulse of the organization from head to toe, Powell feels confident in backing his team to the hilt, even if it puts him in a tight spot. During Operation Desert Storm, General Norman Schwarzkopf told Powell he needed a few extra days before the agreed-upon date to start the ground campaign. The president was anxious to get the campaign underway, but Powell got his approval to wait a few days. Then Schwarzkopf made a second request for more time, citing issues with the weather.”

“Powell, under no small amount of pressure himself, told Schwarzkopf the delays were getting difficult to explain to the higher-ups. Schwarzkopf exploded that Powell didn’t understand his problems and didn’t care about the lives of the soldiers.”

“That did it,” Powell told PBS’s Frontline in 1996. “I exploded and started shouting back at him. And we got into a pretty good row. But then we have the utmost respect and affection for each other. I think the world of Norm. And we knew we’d better stop talking. So, I said, ‘Look, Norm, we’ve got a problem. We’ll work our way through.’” Schwarzkopf confessed that the pressure was building. “I think I’m losing it,” he said. “I feel like my head’s in a vise.”

General Colin Powell, “You’re not losing it. You have our total confidence, but you’ve got a problem. We’ll work our way through this problem. You know at the end of the day, I will carry your message forward. You’re the guy in the field.”

“For Powell, the exchange was an exercise in an old lesson he learned watching two lawyers going at it – the lawyer who won the case later attributed his success not to the strength of his argument, but to the fact that the opponent let his ego get in the way. “Never let your ego get so close to your position that you lose your case and your ego at the same time,” Powell said at a speech at the fifth-annual Information Privacy Forum sponsored by InfoUSA in Aspen, CO. Powell took Schwarzkopf’s request to Cheney. “I told him, ‘We’ve got to wait a little while,’” Powell said. Half an hour later, the weather cleared, and Schwarzkopf was able to start the ground campaign with no further delays. “

“Powell, who retired from his position as secretary of state on November 15, 2004, continued to give speeches and promote the charity he founded in 1997, America’s Promise, with the objective of improving resources and education for children. He is not a man who likes to look back at turning points, greatest achievements or his most memorable moments. It’s no surprise that if he does have a definition of success, it’s wrapped up in the people who give their all for him, just as he gives his all in the work he does on behalf of the nation. As he told the Academy of Achievement: “No medal, no nice introduction, no awards could substitute for the knowledge I have that I’m reasonably well respected by my fellow soldiers. If I didn’t have that, I would have considered this to be a busted career.” (Mission Critical: Leadership Lessons from Colin Powell by SellingPower .com/7045)

Secretary of State Colin L. Powell’s Thirteen Rules of Leadership (Oct. 18, 2021) 1937-2021

"As we reflect on former Secretary of State Colin Powell’s legacy, we are reminded of his thirteen rules of leadership which have guided so many of our colleagues and principals. We are grateful for his love of the State Department and his legacy that we still feel in the workplace. "

Secretary Powell’s 13 Rules:

1. “ It ain’t as bad as you think! It will look better in the morning."

2. "Get mad then get over it."

3. "Avoid having your ego so close to your position that when your position falls, your ego goes with it."

4. " It can be done."

5. "Be careful what you choose. You may get it."

6. "Don’t let adverse facts stand in the way of a good decision."

7. " You can’t make someone else’s choices. You shouldn’t let someone else make yours."

8. "Check small things."

9. "Share credit."

10. "Remain calm. Be kind."

11. " Have a vision. Be demanding."

12. "Don’t take counsel of your fears or naysayers."

13. " Perpetual optimism is a force multiplier."

General Colin Powell died on October 18, 2021. He was "an American statesman, diplomat, and army officer who was the 65th United States secretary of state from 2001 to 2005. He was the first African-American to hold the office. He was the 15th national security advisor from 1987 to 1989, and the 12th chairman of the Joint Chiefs of Staff from 1989 to 1993.”

General Colin Powell “whose decades long career repeatedly made history and who was for years the Republican statesman, often discussed his leadership philosophy, famously saying Leadership is solving problems.”

Discipline: To Separate Yourself from the Masses by Madeline Frank, Ph.D.

2024-12-11T12:23:00.003-05:00

Darren Hardy, mentor, speaker, and author shared the following story: In Isaiah Thomas' first season with the Boston Celtics in 2016, he met legend Kobe Bryant, in his last season with Los Angeles Lakers. "Isaiah had a once in a lifetime opportunity to ask a question to Kobe Bryant."

He asked Kobe Bryant, “How did you lock in your whole career, eliminate distractions, eliminate everything that could take your focus away from your ultimate goal?”

Kobe replied, “without thinking or blinking”. “You know how a lion, when he’s hunting for food, there’s probably a hundred thousand little insects crawling all over him. It’s all over his body, his eyes. The lion never lets these pesky distractions take his eyes off the prize, his food. Because if he takes his eyes off his food, he might not eat for six months, and his pride might starve to death.”

Kobe continued, “for the media, the outsiders, they are saying, I can’t do this. They’re not in the gym with me at 4am. They’re not with me when I’m putting in the work, so I don’t listen to anything they say. No matter how bad or good it is, I’m focused on one prize and that is being the best player to ever play the game, and winning a championship for my team.”

Isaiah, "what he said shook me. After that conversation, everything changed for me. My focus changed and my energy was different after that conversation.”

Isaiah Thomas is “five nine, a hundred and eighty-five pounds. He went from averaging 16.4 points per game with a 22% shooting percentage to over 30 points per game and a 43% shooting percentage the very next year.”

Kobe was saying, “As you are running the race for your life’s success, your goal, your family don’t let name callers, bugs in your face, expressions of jealousy derail you and stop you from winning. Stay focused on the race and do not let anyone or anything (bugs all over your body) stop you!” (Kobe Bryant coached Isaiah Thomas in texts, telephone calls and watching game videos together helping him become a better player. Kobe helped other players too!)

Discipline teaches work ethics:

It’s all involved with discipline.

The discipline of preparation:

I have two friends that are Firemen. They have their fire equipment at the ready, so within minutes they are ready for a fire. They practice for fires in gear with their air pack to be ready within 90 seconds. Once you develop discipline it becomes part of you, a positive good habit.

No matter if the firefighters are exhausted after extinguishing a large fire, the hoses are loaded back onto the apparatus the same way…every time. They need to know where everything is at when the tones drop at 3 am.

Perfect. True discipline gives you the freedom to do your best and be your best self, allowing yourself to achieve success. For example: cleaning up after yourself and keeping your work place organized.

As you journey through life there will be many obstacles, boulders, and distractions in your way. Name them and they will lose power! There will be pain and suffering along the way. These events will make you stronger and help you to learn and grow.

Kobe Bryant said, “I have nothing in common with lazy people who blame others for their lack of success. Great things come from hard work and perseverance. No excuses.” (His “relentless work ethic.”) Kobe began work at 4am every morning. That’s discipline.

Daily Discipline:

In our lives, we need to be disciplined in both our mind and in our body to keep free of mental clutter and /or physical clutter.

Just like you brush your teeth twice a day to cut down on bacteria that feed over your body and we bathe every day. This is all about our daily discipline.

Part of discipline is teaching our kids to wash their hands and dry them after using the bathroom. Harvard Medical School says, “In studies, washing hands with soap and water for 30 seconds --bacterial counts drop by close to 99.9%. They also say, “It takes about 20 seconds to dry your hands well if you're using paper or cloth towels. It’s all about training and discipline!”

How to teach discipline to children! “The do it now moto”:

Instead of being bored lazy children give them chores and teach them discipline.

As a young child I learned the value of hard work from my parents, Robert J Frank, the first college graduate of his family who then went on to become a surgeon. Dad first worked as a waiter at a restaurant near the University of Virginia to pay for college. Later he was an assistant to his Professor of Physics teaching classes at the university. My Momma, Romayne Leader Frank, worked as a lifeguard and model to put her through college at the University of Michigan. After marrying Dad, she finished her education at the University of Virginia earning a teacher’s degree. Later Momma worked at Sears and Roebucks as a sales person and on the side wrote political speeches for politicians at $50 a speech to pay for Dad’s residency and internship in medicine. A married woman in those days was not allowed to teach school.

As I was growing up my Dad’s patients were fisherman and farmers who paid for Dad’s services with fish and vegetables. Money was hard to come by. We always had a garden in the back yard growing vegetables and learned to till the soil with rakes, plant seeds, pull weeds, and pick the crops for meals. As a child every week, my parents gave me a “list of chores” to do, kitchen clean up, mowing the lawn, trimming the bushes, and taking care of my younger siblings. My parents said as a member of this family you will do these chores “now”! There were no excuses. The work had to be done immediately!

“Earning things instead of being given them.”

Age appropriate chores help build discipline and can allow the child to realize a sense of accomplishment.

What did I learn from the discipline of doing these chores? “Their do it now” principle!

Whether it was washing dishes, mowing the lawn, taking care of my siblings, doing a homework assignment that was due in a week- my parents’ motto was “Do it now!” Do not wait! You will be busy later.

These chores gave me the discipline for my future. When I went to college and was given an assignment due a few days after, I would do the assignment immediately! Later when something needed immediate attention, like a door knob would be falling off, I would immediately repair it! Whatever needed to be done I would do it “immediately”, remembering my parents’ motto, “Do it now!” These chores taught me to be responsible, accountable, respectful to others, and appreciative of any kindness given.

How did I thank my parents for teaching me to be disciplined and responsible?

By sharing their life lessons with others, by writing articles, and radio shows sharing their life lessons with others.

Teaching the Discipline of Hard Work:

Meredith Lynn MacRae, actress, credits her parents’ singer/actor, Gordon MacRae and actress, Sheila MacRae “with instilling a proper work ethic in her and for keeping her feet on the ground.”

She said, “We lived in a modest home in the San Fernando Valley instead of the fashionable Beverly Hills, which the family could have afforded. Mom and Dad didn’t want us to feel superior to the other kids. I had to earn the things I wanted, all the way from dolls to party gowns, by doing chores around the house and taking care of my younger sister and brothers. Lots of kids in my circle automatically got a car when they were 16. Not me. Dad said he would get me a car when I got straight A’s two years in a row in school. I slaved away and finally made it. I got the car with the warning that if I didn’t continue with straight A’s, it would be taken away.”

Doing chores, working for the things you want, brings discipline to your life and teaches you responsibility and accountability:

The chores Meredith Lynn MacRae’s parents gave her to do, instilled “a proper work ethic” for her future. These are the most valuable lessons a parent can give you.

Experts have said, “If she or he had not been spoiled to death, he or she might have turned out differently!”

Chores taught Meredith Lynn MacRae and me to be willing to work hard to make our futures a certainty.

Do you remember the friends you had in high school who were given a car with no expectations of responsibility vs those friends who had to work for their car?

I'm sure you noticed the same difference that I did, regarding the level of care and appreciation they had for their vehicles.

When my kids were that age and a classmate was given a car, they got in trouble. The kids that had to work for the car appreciated it!

When you don't earn the things you want, you don't appreciate them.

Doing chores as a child teaches children to be accountable, responsible, and disciplined. This also builds a "proper work ethic" for their future.

Zig Ziglar, motivational speaker and author, was the tenth of twelve children. He was born in "LA," (that's lower Alabama), and raised in Yazoo City, Mississippi. His Mom had a fifth-grade education, and his father died when he was 5 years old during the Depression.

Zig said, "mom was a wise woman. We were all hard workers, because we had three milk cows and a large garden, and we survived despite all the difficulties." As a child Zig Ziglar's chore was to weed their big garden. When he told his Mom, he was done weeding the garden she would check to see how it was done. His Mother said, "For someone else's boy the job was done alright but for my boy you can do a better job!" He went and weeded that garden again and she rechecked it!

Ziglar said, "We all experienced a wonderful childhood."

Ziglar said: "Well, first of all, my mother was a very wise woman, despite her limited education. She taught us with (one) sentence sermonettes. She taught us, 'Tell the truth/Tell it ever/Cost us what it will/For he who hides the wrong he did/Does the wrong thing still,' and 'When a task is once begun/You leave it not until it's done/And be a matter great or small/You do it well or not at all.' "Ziglar agreed that this was poetry. "She was a very wise, very disciplined, very loving lady, and those Biblical principles, that is what they are, is what we were raised on."

Dr. John Maxwell, #1 leadership guru, coach, and one of my mentors says, as a child he was given a list of chores to do at the beginning of the week.

If he had not finished his chores, he would not be allowed to go to the restaurant or the movies with his family during the weekends. Instead he would stay at home and finish his chores. He learned after that to do his chores on time.

What is the greatest gift you can give your children?

The greatest gift you can give your children is to teach them a good work ethic by giving them chores to do to earn the things they want and need.

Chores taught us how to work hard, to be accountable, responsible, and respectful, giving us a good foundation for our future.

What’s the secret to the “Surefire Way to Reach your Potential”?

Discipline with laser-like focus!

What new discipline will you start today?

Take the one-day challenge!

Below are five suggestions: Try one of them!

1) You have a large pile of papers on your desk. Put the papers in order, file the informational documents in the right folders, and pay the bills according to the due dates on them.

2) Right after cooking dinner, put the pots and pans in the sink to soak with soap and warm water. This way you can clean up quickly and easily after you eat.

3) Eat one scoop of ice cream instead of two.

4) Stop smoking cigarettes for one day.

5) As you run out of certain foods in your refrigerator, write down each food needed on a pad of paper. Then take your list to the grocery store.

Remember discipline is following through on some goal you have and not finding excuses to not finish the task. Don’t procrastinate. To be disciplined you have to take the first step. Don’t just talk about it. Do it. Take your first step. Then take your second step and follow through till you complete what you started.

It’s all about "Choosing Discipline"!

Coach Nick Saban’s “Nothing Speech”

“If you wake up in the morning and you feel entitled, what would that get you?'"

“The crowd and his cohosts roared back, "NOTHING!”

“Saban started to feel a bit of his Monday morning meeting energy.” "If you think somebody owes you something, what would you get? " "NOTHING!" "If you lose your discipline and your work ethic, what would that get you?

"NOTHING!"

"If you fail to prepare and pay attention to detail, what would that get you?"

"NOTHING1"

"So, nothing is more important than staying focused on being the best you can be no matter what you choose to do. “ Saban continued, making the point that expectations and reputations when the job was half finished amounted to nothing.”

Contact Madeline Frank for your next live or zoom speaking engagement at mfrankviola@gmail.com

Helping Your Adult Child Navigate Shark Infested Waters! by Madeline Frank, Ph.D.

2024-11-08T09:55:00.000-05:00

Recently while traveling by airplane, I saw a fascinating documentary adventure from 2022 called Kekoa. It was 29 minutes and it was about two brothers growing up in rural Vermont building tree houses and other things.

When Jamison Witbeck graduated with his undergraduate degree in psychology, he did not want to continue to grad school.

His Mom said, “You have your degree and you are free of debt. Why don’t you do what you want to for a little bit.”.

Jamison said, “I want to build a wooden boat.”

In the mid-1990s, Jamison moved to Charleston "to learn how to build wooden boats under the tutelage of local master builder Mark Bayne. Ryan, who was majoring in adventure education at Prescott College in Arizona, joined him. Together, they had a defining experience that changed their lives."

They worked for minimum wage and learned the craft. The two brothers who had not been close in years, found that their connection and bond grew over time while pursuing a common goal of building the boat. They worked together to build their own catamaran, and rescued it several times from hurricanes and storms.

Once built, they began a successful charter business.

They built the boat the Allura in 1999 and “later built a sailing business.”

The power of mending:

This is a story that communicates how working shoulder to shoulder with someone can help them mend fences.

Socratic Method and Deductive Reasoning Lessons & Negotiating

When our oldest child was in elementary school, he was bullied and bruised.

(The elementary school teacher and principal did not care.) After there was no resolution to the bullying, my husband and I decided to purchase a home in a different city where several of my violin students happily attended the local public schools which were known for good academic programs.

My husband and I found a lovely old house on the water being offered for sale by owner. We made an appointment to see the home.

Even though I had built several new homes, rehabbed many old homes, and buildings, I asked for help from the best expert I knew. I called my Mom, a lawyer who specialized in real estate and family law. She asked me a series of questions which I wrote down so I could find out the information and let me arrive at the answers on my own. By doing this, it not only helped us purchase this home, but we’ve used this formula with many other transactions and have taught it to our children.

Momma’s questions:

1) What is the payoff for the home and how many mortgages do they have? At the time, we had to visit the courthouse to gather this information. Fortunately, this information is readily available with a few clicks of a mouse if you know where to look.

2) Make another appointment to visit the house, and create a list of repairs needed. How much will it cost to have the work done by a reputable contractor bonded, licensed, and insured?

I found out they had two loans on the house and how much they owed on the two loans. After visiting the house, a second time I wrote down the list of repairs the house would immediately need. The house needed a new roof, new electrical panel and wiring. Four columns in front of the house were rotted and held up by a prayer. The bulkhead and pier at the inlet at the river behind their house needed replacing.

Momma then asked:

3) How much do they want for the house?

Momma said, “Deduct from the amount the seller wants for their house, the repairs you will have to make on the house if you were to buy it. The amount you have left is what you should offer them for their house.

We offered that amount and the sellers countered back, asking for another $10,000.

4) Momma said, “offer them half that amount.” We offered them $5,000. They accepted our offer. We arranged for a mortgage at the bank for 15 years with a locked in fixed rate mortgage at 7 1/2 %.

My Mom used the Socratic Method of asking questions to help us clearly define and solve our problem. What did we learn from Mom’s questions? (Socratic Method., Deductive Reasoning.)

We learned a logical progression, step by step analysis. We were guided by her questions to work out the problem logically, step by step, through her questions to seek the right information to make a good decision.

Asking the right questions will help you make the right decision developing a formula to tackle nearly any problem.

You can use the Socratic Method and Deductive Reasoning with your adult children the same way.

How to help your adult child to think and solve their own problems.

1) Listen carefully to what your adult child says without interrupting or judging them. It is easy to jump into “lecture mode” and tell them what they need to do…fight that urge at all costs!

2) When they finish speaking, communicate a summary of what you think their challenges are so that you can best guide them to positive options.

3) Ask questions, the Socratic Method or use Deductive Reasoning.

Merriam-Webster definition of the Socratic Method: “the method of inquiry and instruction employed by Socrates…consisting of a series of questioning the object of which is to elicit a clear and consistent expression of something supposed to be implicitly known by all rational beings.”

In plain English: ask pointed questions and ask them what they feel they should do.

Socrates, the Greek philosopher, asked his students questions. “He believed that students already have deep knowledge within themselves, and that intensive questioning can reveal it. It's used to foster critical thinking by encouraging students to question their own unexamined beliefs.”

4) By empowering your adult child to find a solution and hold them accountable, they are given the gift of taking pride in what they helped to create.

Helping them to think clearly to focus on solving their own problems using deductive reasoning, fostering critical thinking. The Socratic Method.

5) Respect their boundaries. If they come up with solutions that you wouldn’t have come up with, it does not mean that they are wrong…most decision making muscle is built by getting creative and learning the natural consequences of wrong decisions.

6) Be patient and use supportive language. Encourage them to solve their own problems, offering your help when needed. Open communication is vital.

It is about helping your adult child navigate shark infested waters using the Socratic Method, deductive reasoning to foster critical thinking.

Madeline Frank, Ph.D., DTM is an amazon.com Best Selling Author, speaker, business owner, teacher, John Maxwell Team Member, concert artist, and parent. She helps businesses and organizations "Tune Up their Business". Her observations show you the blue prints necessary to improve and keep your business successful. Her latest book "Leadership On A Shoestring Budget" is available everywhere books are sold.