Alain Baird, Stitch It
Guest of my radio show Business in Motion, Alain Baird, is CEO, President and founder of Stitch It.
Highlights from this interview
Alain Baird owns the chain of 98 "Stitch It" stores across North America. Most are in Canada with 3 stores in the US.
Why did he launch this new business?
As the owner of a jeans clothing store he discovered the opportunity for altering clothes in 1982 when instead of customers buying clothes they were more interested in asking for alterations. It was a recession and his sales were very slow. So with this curious stream of requests for alterations he checked out the market. He discovered a problem and an opportunity.
The lesson is that successful business fixes problems for people.
If you want to run a successful business – look for problems that people are willing to pay to fix.
George Torok
Business in Motion
Business Speaker
Canadian Motivational Speaker
Friday, May 30, 2008
Wednesday, May 21, 2008
Atlantic Canada Business
As a Canadian entrepreneur I am delighted to witness the entrepreneurial spirit in Atlantic Canada.
A shining example of that Atlantic entrepreneurial spirit and business catalyst is the publisher of Progress Magazine, Neville Gilfoy.
I interviewed Neville Gilfoy for my radio show, Business in Motion, and found him to be a passionate entrepreneur, a tough business competitor and a warm human being. What an interesting combination.
Magazine publishing is tough anytime and it gets tougher in today's Internet driven world. Publishing a business magazine in Atlantic Canada has got to be one of the toughest markets - yet Progress Magazine soon celebrates lucky 13 years of business. And Neville is sure to tell you that in business you make your luck.
In addition to publishing Progress Magazine 10 times a year, Progress Corp also runs a few special events for business in Atlantic Canada.
One of them is:
-----------------------
A Gathering of Entrepreneurial Minds is a 2-½ day business retreat. For eight years Progress has offered the only conference of this kind in Atlantic Canada. CEOs come for the networking, learning and rejuvenation – they leave with new contacts, new ideas and new inspiration.
The 10th anniversary of the "Face to Face" business retreat is:
June 1 - 3, 2008 Digby Pines Golf Resort and Spa, Digby, Nova Scotia
This business retreat mixes one part fine resort, one part small business leaders, one part custom-crafted programming, and one part casual networking. The result is new ideas, new contacts and new inspiration.
-------------------------
I know that it is everything that they claim it to be. I attended the Face to Face event as the keynote speaker. I delivered a speech on the importance of Gutfeeling to the success of an entrepreneur. (lessons from the book Gutfeeling by my friend and mentor, Peter Urs Bender).
The Face to Face business retreat combined an incredible Atlantic Canada setting, insightful presenters and wonderfully successful entrepreneurs. The business owners and entrepreneurs welcomed me with their warmth and authenticity.
Kudos to Neville Gilfoy and hurray for Atlantic Canada entrepreneurs! I hope I get invited back soon.
Monday, May 19, 2008
Business in Motion: Entrepreneurs
As host of the radio show, Business in Motion, I have interviewed over 400 business leaders. That includes entrepreneurs, corporate executives and business authors. This video is a switch. I am interviewed by John Robert Colombo about the things I have learned about entrepeneurs. Enjoy the questions and insightful answers about entreprenuers and the way they think and act.
Enjoy this seven minute video interview with George Torok about entrepreneurs.
George Torok
Sunday, May 18, 2008
Peter de Jager: Change Management
Business in Motion: Interview
My recent guest on Business in Motion was Peter de Jager. He is a change management expert. He was the leader of the Y2K bug. He has granted over 2,000 media interviews. He has presented at the most prestigious forums around the world - including the World Economic Forum, and the CIA.
-------------------
Peter de Jager is a speaker/writer/consultant on the issues relating to the Rational Assimilation of the Future. He has published hundreds of articles on topics ranging from Problem Solving, Creativity and Change to the impact of technology on areas such as privacy, security and business. His articles have appeared in The Washington Post, The Wall Street Journal, The Futurist and Scientific American.
-------------------
Enjoy this article from Peter de Jager on change
How to Adopt a Technology
Peter de Jager is a provocative Speaker, Writer and Consultant. His primary focus in on how we manage change, technology and the future.
In addition to speaking at conferences worldwide, he's also written monthly columns for Municipal World and Computing Canada.
His goal is always to question what we think is so, and in so doing perhaps open up new opportunities.
If you'd like permission to reprint any of Peter's articles, please contact him directly.
You can contact him atpdejager@technobility.com
Or sign the Guest Book and he'll get back to you.
It’s ubiquitous, (and it’s everywhere as well) and some would have you believe that if you’re not using the latest and greatest product, then you’re falling behind. This “you’re not keeping up” sales pitch is very effective at striking at the heart of our insecurities; am I falling behind? Will I lose out if I don’t buy this stuff? Don’t the ads claim that they’ll make me more productive, more efficient, and even more attractive to the opposite sex? How could I possibly live without it? Here’s my credit card.
Before attempting to answer the question, “How should we go about adopting a new technology or product?” we first have to have a clear definition of what it is we’re trying to accomplish. To decide what product we’re going use to improve our organization, we need to embrace a strategy more reliable than submissively accepting the carefully chosen blather of the wordsmiths who wrote the glossy ads.
What problem are we trying to fix? What specifically do we want the technology to do? Better yet, since “technology” by itself doesn’t do anything, how exactly are we going to use this technology to change an existing process? To put this advice into concrete terms, how exactly will the work of department ‘X’ change because of the technology purchase we’re contemplating? And finally, in excruciating detail, what benefit do we expect to reap from our investment?
If that sounds like a lot of intensive work, it is, and it’s necessary work, unless you wish to add your organization to the long, and still growing, list of embarrassing examples of how we shouldn’t implement technology.
Once you’ve done all of the above, then and only then are you ready to start looking at what’s available.
Phase 1.0: Advertisements and articles from your trade publications will provide you your first truckload of information. Read everything you can lay your hands on. Create, and maintain a research file. Keep in mind that all of the advertisements and most of the articles will paint the rosiest of pictures. According to most of what you read, everything works as intended, it’s as effective as was promised and the tooth fairy will visit you tonight while you sleep. At this point, every product claiming to address your problem is a possible candidate.
Phase 2.0: Put on a large pot of your favorite brew and head to the internet. The websites associated with the products you’re researching will provide details beyond what they decided to put into the ads. Use this information to connect what they claim to do, with what you need them to do. From your perspective, every claim is an unproven assumption. The more you need a specific function, the more you must verify the company’s claim that they can deliver the functionality.By now, you’ve rejected at least a few of the products you found earlier. You’ve made some progress, not much, but some.
Phase 3.0: Get another pot of that brew, and back to the internet. This stage is incredibly informative, even entertaining. You want to track down the discussion groups where users of the products are talking about the real world functionality of the product, the actual delivered service, their pet peeves, the new, next and previous releases, the known bugs, problems, anomalies and their general experiences. You’ll find some of these discussion groups on the product sites, others you’ll have to search for, a good place to start are the discussion groups of your industry associations.If you don’t see the answers to the question unique to your organization then post those questions and wait for the results. It’s important to remember, if you decide to purchase a particular product, then there are dozens, if not thousands of existing users all with more experience than yourself. These existing users represent a goldmine of experience, of use to you only if you ask for the information you need. Don’t be shy, most people are more than happy to answer your questions.After reading just a few product discussions, you’ll have quickly trimmed your list down to a more manageable size.
Phase 4.0: Put a call out to your existing associates, do any of them use the products you have your eye on? If so, it’s time to get on the phone and arrange a meeting. If they have the time, spend an afternoon with them; see how they’re using the product. What problems have they encountered, what benefits have they gained? The assumption here is that you already trust their opinion. If you have the time, attend an industry conference and buttonhole anyone who uses what you might decide to use.Have you noticed we’ve not even spoken to the vendor yet? By now you should have only a handful of products in mind.
Phase 4.9: Buy some insurance. I don’t mean life insurance or accident insurance; I mean something a bit more peculiar. Rent yourself a technical consultant who knows far more about technology in general and perhaps this product category in particular, than you’ll ever need to know. They’re your hired gun; they’ll accompany you to vendor meetings and demos. Their role? Just by introducing who they are and then sitting quietly in the back of the room they’re going to keep the vendor honest. If necessary, they’ll ask the relevant ‘hard’ technology questions, they’ll ensure that the demos presented to you are ‘real’ and not simulations of what the product might do someday. They’ll also ensure that the questions you’re receiving to your questions are accurate. They’ll do that just by being in the room, but again they’re your technical backup, ready to jump into the fray conversation if there’s something missing or unclear in the answers given to you.This type of companion is a vendor’s worst nightmare in any demonstration, that alone justifies having them along for the ride. Life is fun; enjoy it while you’re here.
Phase 5.0: See the demos of the products on your short list. Narrow that list even further, and then make no commitment until you’ve had the chance to experiment with a pilot project, using your data, your people, and your environment. Does it work the way you expected? Are you getting the benefits you hoped for?
Phase 6.0: There is obviously a technical component to your search. Will the product you’re purchasing operate within the context of your existing infrastructure? If not, what gaps need filling? Will it handle the expected workload? What about the unexpected, but reasonably likely spikes in that workload? Will you be able to operate and maintain this product with existing skill sets? Or will you need to hire experts? How available are these experts and at what cost? You might have gathered the answers to all of these technical details in earlier phases, or you might not. The most likely place to verify the technical details is in
Phase 5.0, nothing is more effective at weeding out problems than trying to actually implement a pilot project. What is important is that they all get answered before you sign on that dotted line. Congratulations, you’ve selected a new technology, all you have to do now is ‘implement’ it, but that’s another story.
© 2008, Peter de Jager – keynote speaker, writer, consultant on issues relating to Change Management. He’s sat quietly in the back of too many sales meetings. You can read more of his early morning scribblings at: http://blog.technobility.com/
----------------------
George Torok
Business in Motion
Business Speaker
Toronto Convention Speaker
My recent guest on Business in Motion was Peter de Jager. He is a change management expert. He was the leader of the Y2K bug. He has granted over 2,000 media interviews. He has presented at the most prestigious forums around the world - including the World Economic Forum, and the CIA.
-------------------
Peter de Jager is a speaker/writer/consultant on the issues relating to the Rational Assimilation of the Future. He has published hundreds of articles on topics ranging from Problem Solving, Creativity and Change to the impact of technology on areas such as privacy, security and business. His articles have appeared in The Washington Post, The Wall Street Journal, The Futurist and Scientific American.
-------------------
Enjoy this article from Peter de Jager on change
How to Adopt a Technology
Peter de Jager is a provocative Speaker, Writer and Consultant. His primary focus in on how we manage change, technology and the future.
In addition to speaking at conferences worldwide, he's also written monthly columns for Municipal World and Computing Canada.
His goal is always to question what we think is so, and in so doing perhaps open up new opportunities.
If you'd like permission to reprint any of Peter's articles, please contact him directly.
You can contact him atpdejager@technobility.com
Or sign the Guest Book and he'll get back to you.
It’s ubiquitous, (and it’s everywhere as well) and some would have you believe that if you’re not using the latest and greatest product, then you’re falling behind. This “you’re not keeping up” sales pitch is very effective at striking at the heart of our insecurities; am I falling behind? Will I lose out if I don’t buy this stuff? Don’t the ads claim that they’ll make me more productive, more efficient, and even more attractive to the opposite sex? How could I possibly live without it? Here’s my credit card.
Before attempting to answer the question, “How should we go about adopting a new technology or product?” we first have to have a clear definition of what it is we’re trying to accomplish. To decide what product we’re going use to improve our organization, we need to embrace a strategy more reliable than submissively accepting the carefully chosen blather of the wordsmiths who wrote the glossy ads.
What problem are we trying to fix? What specifically do we want the technology to do? Better yet, since “technology” by itself doesn’t do anything, how exactly are we going to use this technology to change an existing process? To put this advice into concrete terms, how exactly will the work of department ‘X’ change because of the technology purchase we’re contemplating? And finally, in excruciating detail, what benefit do we expect to reap from our investment?
If that sounds like a lot of intensive work, it is, and it’s necessary work, unless you wish to add your organization to the long, and still growing, list of embarrassing examples of how we shouldn’t implement technology.
Once you’ve done all of the above, then and only then are you ready to start looking at what’s available.
Phase 1.0: Advertisements and articles from your trade publications will provide you your first truckload of information. Read everything you can lay your hands on. Create, and maintain a research file. Keep in mind that all of the advertisements and most of the articles will paint the rosiest of pictures. According to most of what you read, everything works as intended, it’s as effective as was promised and the tooth fairy will visit you tonight while you sleep. At this point, every product claiming to address your problem is a possible candidate.
Phase 2.0: Put on a large pot of your favorite brew and head to the internet. The websites associated with the products you’re researching will provide details beyond what they decided to put into the ads. Use this information to connect what they claim to do, with what you need them to do. From your perspective, every claim is an unproven assumption. The more you need a specific function, the more you must verify the company’s claim that they can deliver the functionality.By now, you’ve rejected at least a few of the products you found earlier. You’ve made some progress, not much, but some.
Phase 3.0: Get another pot of that brew, and back to the internet. This stage is incredibly informative, even entertaining. You want to track down the discussion groups where users of the products are talking about the real world functionality of the product, the actual delivered service, their pet peeves, the new, next and previous releases, the known bugs, problems, anomalies and their general experiences. You’ll find some of these discussion groups on the product sites, others you’ll have to search for, a good place to start are the discussion groups of your industry associations.If you don’t see the answers to the question unique to your organization then post those questions and wait for the results. It’s important to remember, if you decide to purchase a particular product, then there are dozens, if not thousands of existing users all with more experience than yourself. These existing users represent a goldmine of experience, of use to you only if you ask for the information you need. Don’t be shy, most people are more than happy to answer your questions.After reading just a few product discussions, you’ll have quickly trimmed your list down to a more manageable size.
Phase 4.0: Put a call out to your existing associates, do any of them use the products you have your eye on? If so, it’s time to get on the phone and arrange a meeting. If they have the time, spend an afternoon with them; see how they’re using the product. What problems have they encountered, what benefits have they gained? The assumption here is that you already trust their opinion. If you have the time, attend an industry conference and buttonhole anyone who uses what you might decide to use.Have you noticed we’ve not even spoken to the vendor yet? By now you should have only a handful of products in mind.
Phase 4.9: Buy some insurance. I don’t mean life insurance or accident insurance; I mean something a bit more peculiar. Rent yourself a technical consultant who knows far more about technology in general and perhaps this product category in particular, than you’ll ever need to know. They’re your hired gun; they’ll accompany you to vendor meetings and demos. Their role? Just by introducing who they are and then sitting quietly in the back of the room they’re going to keep the vendor honest. If necessary, they’ll ask the relevant ‘hard’ technology questions, they’ll ensure that the demos presented to you are ‘real’ and not simulations of what the product might do someday. They’ll also ensure that the questions you’re receiving to your questions are accurate. They’ll do that just by being in the room, but again they’re your technical backup, ready to jump into the fray conversation if there’s something missing or unclear in the answers given to you.This type of companion is a vendor’s worst nightmare in any demonstration, that alone justifies having them along for the ride. Life is fun; enjoy it while you’re here.
Phase 5.0: See the demos of the products on your short list. Narrow that list even further, and then make no commitment until you’ve had the chance to experiment with a pilot project, using your data, your people, and your environment. Does it work the way you expected? Are you getting the benefits you hoped for?
Phase 6.0: There is obviously a technical component to your search. Will the product you’re purchasing operate within the context of your existing infrastructure? If not, what gaps need filling? Will it handle the expected workload? What about the unexpected, but reasonably likely spikes in that workload? Will you be able to operate and maintain this product with existing skill sets? Or will you need to hire experts? How available are these experts and at what cost? You might have gathered the answers to all of these technical details in earlier phases, or you might not. The most likely place to verify the technical details is in
Phase 5.0, nothing is more effective at weeding out problems than trying to actually implement a pilot project. What is important is that they all get answered before you sign on that dotted line. Congratulations, you’ve selected a new technology, all you have to do now is ‘implement’ it, but that’s another story.
© 2008, Peter de Jager – keynote speaker, writer, consultant on issues relating to Change Management. He’s sat quietly in the back of too many sales meetings. You can read more of his early morning scribblings at: http://blog.technobility.com/
----------------------
George Torok
Business in Motion
Business Speaker
Toronto Convention Speaker
Thursday, May 15, 2008
Networking Myths & Truths
Networking Myths and Truths
Stop being seduced by the dark side of networking. Examine these networking truths. Start saving yourself time and focus your networking effort.
Networking has gotten a bad name. Ever visit one of those networking events? You're told, "Arrive with a pocketful of business cards and don't leave until they're all gone." Do you get so desperate to escape that you stuff the free gift box with a fistful of your cards and take off?
Networking Myth #1:
You must give your card to everyone in the room. If people aren't interested they won't keep your card, let alone call you.
Networking Reality:
It is more important to get business cards than to hand yours out. After you identify a prospect, ask for their card. Mark the ones that are important to you. When you have their card you control the contact. Add the names and contact information to your database and follow up.
Networking Myth #2:
Networking is selling. The term network marketing confuses people. It is meant to. Network marketing, also known as MLM, or Multi-Level Marketing, generates sales through a vast layered network of product representatives. Each of these representatives is given incentive to recruit still more committed reps. MLM sales pitches can come across as vague and evasive.
Networking Reality:
Networking is marketing. When you network you are building a network - hence the term - of people who know about you and your product. They might buy from you or help you. Networking is a long-term strategy, not a quick-sell scheme.
Networking Myth #3:
Networking is telling your story Watch out for Power Networkers who, full of bluster, talk at you. They condescend and announce, in effect, "You must be stupid not to buy my product. If you order now, you'll get the network special discount."
Networking Reality:
Networking is communicating. Listen more than you talk. Remember the simple formula: two ears, one mouth. Use them in correct proportion. Get your message into a 30-second format. Open with a question, appeal to your listeners' self-interest, and end with a call to action. Whey you talk, observe their interest level. When their eyes glaze over, it's time to move along. Thank them and walk away. But if they show interest, ask them questions. "Do you see a way that this service might help you or someone you know?" Ask about their business, their most nagging problem, their greatest achievement, their next challenge, their best advice, or their newest idea. Listen to the answers. You will learn more by listening.
Networking Myth #4:
Networking ends when you walk out the door. Don't make the mistake of breathing a sigh of relief as you walk out the door of the networking event and think, "Well that's my networking done for another month."
Networking Reality:
Networking is about building and maintaining relationships. Record the names in your database. When you walk out that door you begin the next stage of networking. Follow up with a phone call, an e-mail message, regular mail, or a meeting over coffee or lunch. Maintain your contacts.
Networking Myth #5:
Send them information only about your products. If all you do is mail brochures, then all you are doing is advertising. It's okay to advertise, and a mailing is good; but a mailing list is not a network. If you want to build a relationship, you must send something that is of value to them.
Networking Reality:
A network is built by providing something of value. The fuel that keeps your network alive is helpfulness. How do you help people? If you listen, you will discover their interests. Send them an article that might interest them, recommend a book, compliment them when they do something wonderful - or better still, give them a hot lead. It's okay to send them your brochure, but do more than that. Most importantly, do things without expecting tit-for-tat. If you nurture your network and help others, eventually you will reap your rewards.
Remember the Bamboo. Networking is like planting bamboo. You seldom see immediate benefits. When you plant and cultivate bamboo, you do a lot of work over the first seven years, but see little growth. Bamboo only grows about 12 inches - in the first seven years! Then after the seventh year they shoot up to be six feet tall.
Imagine if bamboo farmers gave up in the sixth year - or before. Imagine if you cultivate your network and give up too soon. Networking is about systematically and patiently cultivating relationships to grow your business or your career. It takes time. Enjoy the harvest.
------------------------
George Torok is the author of “Your Guide to Networking Success”. He is the co-author of the national bestseller, “Secrets of Power Marketing”, the first guide to personal marketing for the non-marketer. As host of the weekly radio show he has interviewed over 400 business leaders. Order your copy of “Your Guide to Networking Success” at www.NetworkingExposed.com
George Torok
Business Networking Tips
Stop being seduced by the dark side of networking. Examine these networking truths. Start saving yourself time and focus your networking effort.
Networking has gotten a bad name. Ever visit one of those networking events? You're told, "Arrive with a pocketful of business cards and don't leave until they're all gone." Do you get so desperate to escape that you stuff the free gift box with a fistful of your cards and take off?
Networking Myth #1:
You must give your card to everyone in the room. If people aren't interested they won't keep your card, let alone call you.
Networking Reality:
It is more important to get business cards than to hand yours out. After you identify a prospect, ask for their card. Mark the ones that are important to you. When you have their card you control the contact. Add the names and contact information to your database and follow up.
Networking Myth #2:
Networking is selling. The term network marketing confuses people. It is meant to. Network marketing, also known as MLM, or Multi-Level Marketing, generates sales through a vast layered network of product representatives. Each of these representatives is given incentive to recruit still more committed reps. MLM sales pitches can come across as vague and evasive.
Networking Reality:
Networking is marketing. When you network you are building a network - hence the term - of people who know about you and your product. They might buy from you or help you. Networking is a long-term strategy, not a quick-sell scheme.
Networking Myth #3:
Networking is telling your story Watch out for Power Networkers who, full of bluster, talk at you. They condescend and announce, in effect, "You must be stupid not to buy my product. If you order now, you'll get the network special discount."
Networking Reality:
Networking is communicating. Listen more than you talk. Remember the simple formula: two ears, one mouth. Use them in correct proportion. Get your message into a 30-second format. Open with a question, appeal to your listeners' self-interest, and end with a call to action. Whey you talk, observe their interest level. When their eyes glaze over, it's time to move along. Thank them and walk away. But if they show interest, ask them questions. "Do you see a way that this service might help you or someone you know?" Ask about their business, their most nagging problem, their greatest achievement, their next challenge, their best advice, or their newest idea. Listen to the answers. You will learn more by listening.
Networking Myth #4:
Networking ends when you walk out the door. Don't make the mistake of breathing a sigh of relief as you walk out the door of the networking event and think, "Well that's my networking done for another month."
Networking Reality:
Networking is about building and maintaining relationships. Record the names in your database. When you walk out that door you begin the next stage of networking. Follow up with a phone call, an e-mail message, regular mail, or a meeting over coffee or lunch. Maintain your contacts.
Networking Myth #5:
Send them information only about your products. If all you do is mail brochures, then all you are doing is advertising. It's okay to advertise, and a mailing is good; but a mailing list is not a network. If you want to build a relationship, you must send something that is of value to them.
Networking Reality:
A network is built by providing something of value. The fuel that keeps your network alive is helpfulness. How do you help people? If you listen, you will discover their interests. Send them an article that might interest them, recommend a book, compliment them when they do something wonderful - or better still, give them a hot lead. It's okay to send them your brochure, but do more than that. Most importantly, do things without expecting tit-for-tat. If you nurture your network and help others, eventually you will reap your rewards.
Remember the Bamboo. Networking is like planting bamboo. You seldom see immediate benefits. When you plant and cultivate bamboo, you do a lot of work over the first seven years, but see little growth. Bamboo only grows about 12 inches - in the first seven years! Then after the seventh year they shoot up to be six feet tall.
Imagine if bamboo farmers gave up in the sixth year - or before. Imagine if you cultivate your network and give up too soon. Networking is about systematically and patiently cultivating relationships to grow your business or your career. It takes time. Enjoy the harvest.
------------------------
George Torok is the author of “Your Guide to Networking Success”. He is the co-author of the national bestseller, “Secrets of Power Marketing”, the first guide to personal marketing for the non-marketer. As host of the weekly radio show he has interviewed over 400 business leaders. Order your copy of “Your Guide to Networking Success” at www.NetworkingExposed.com
George Torok
Business Networking Tips
Wednesday, May 14, 2008
Monday, May 05, 2008
Redonda
Kingdom of Redonda
One of the most unusual guests for my radio show, Business in Motion , was the King of Redonda.
The bearer of the Crown of Redonda was Canadian born and raised, Bob Williams - aka "Robert the Bald."
I interviewed the king of Redonda in the Admiral's Inn in English Harbour on the south west coast of the island of Antigua. Song birds fluttered about us during the interview. It was the strangest interview setting yet. King Bob told us about his youth in Canada, internship in Cuba, painting with Picasso, sailing from Russia and rise to kingship on the Caribbean island of Antigua.
King Bob of Redonda was a fascinating mix of artist, writer, explorer, sailor and protagonist. He was personable, insightful and tongue in cheek.
The story about the creation of the kingdom of Redonda is about a rich father spoiling his first born son. The succession of the crown is a curious story of right time and right place. Of course like any island paradise - there are pretenders to the crown. The island of Redonda is an uninhabited rock yet a place for fantasy.
George Torok
Business in Motion radio show
Business Speaker
Canadian Motivational Speaker
One of the most unusual guests for my radio show, Business in Motion , was the King of Redonda.
The bearer of the Crown of Redonda was Canadian born and raised, Bob Williams - aka "Robert the Bald."
I interviewed the king of Redonda in the Admiral's Inn in English Harbour on the south west coast of the island of Antigua. Song birds fluttered about us during the interview. It was the strangest interview setting yet. King Bob told us about his youth in Canada, internship in Cuba, painting with Picasso, sailing from Russia and rise to kingship on the Caribbean island of Antigua.
King Bob of Redonda was a fascinating mix of artist, writer, explorer, sailor and protagonist. He was personable, insightful and tongue in cheek.
The story about the creation of the kingdom of Redonda is about a rich father spoiling his first born son. The succession of the crown is a curious story of right time and right place. Of course like any island paradise - there are pretenders to the crown. The island of Redonda is an uninhabited rock yet a place for fantasy.
George Torok
Business in Motion radio show
Business Speaker
Canadian Motivational Speaker
Thursday, May 01, 2008
Iron Man: business man
Iron Man is the entrepreneur's super hero. He was first an entrepreneur who built a very successful business. He is flippant, arrogant and charming. (Donald Trump??)
Iron Man's alter ego - Tony Stark - is a greedy entrepreneur in the dirty business of weapons. A lot of money in bullets and bombs.
After Tony Stark is seriously injured and comes face to face with the dirty business of war he has an epiphany. Yep, Tony Stark, playboy will secretly become Iron Man super hero dedicated to saving the world from terror.
Okay so some parts of that story might be hard to believe but this is the closest that the worlds of DC and Marvel comics come to presenting an entrepreneur as a super hero.
Bruce Wayne (Batman) was a playboy millionaire -but he inherited. He didn't build the business.
If you are an entrepreneur enjoy the Iron Man movie because the next movie from Marvel is a remake of the Hulk - who is no entrepreneur. The Hulk is your teething two-year old on Gama radiation steroids.
enjoy Iron Man the Business Man's super hero
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