The Invaluable Leader by Dale Furtwengler
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Books Title

7 Steps to Becoming INVALUABLE CD

The Uniqueness Myth

Making the Exceptional Normal

Living Your Dreams

Interest Rates: Higher or Lower?
Monday, July 21, 2008

The financial press says Fed Chairman Bernacke is faced with a tough choice.

Is he?

The choice posed by many in the financial press and the media at large is "Should the Fed raise interest rates to fight inflation and risk a slow down in the economy or should it lower rates, stimulate growth and risk inflation?"

Here's the disclaimer. I am not, nor do I claim to be an economist. Having said that, the economists aren't demonstrating a consensus so what do I have to lose? Here's why I don't think there's really much of a choice.

Traditionally, raising interest rates slows borrowing which slows spending and capital investment. The result is a slowing of economic growth. As I look at today's financial landscape I believe that's already occurred. The banks, because of the liquidity crisis they face as a result of their subprime lending faux pas, are severely limiting their lending activities. A few banks even have their "loan" officers pursuing depositors instead of borrowers in order to regain liquidity.

Many banks are also seeking infusions of capital to strengthen their balance sheets. Adding significantly to their loan portfolios would make it more difficult to attract investors and protract the process of regaining a more traditional debt-to-equity ratio on their balance sheets.

Finally, business owners are financing their growth through profits. They are not borrowing more money in the uncertain economy we're facing. Isn't it amazing how these business people, many with little or no finance background, seem to make the right choices when the financial gurus are uncertain about which direction to take?

It's counter-intuitive, but the traditional result from raising interest rates - a slowing economy - has already occurred. Raising interest rates will not significantly slow the economy from here, if at all. The real impact that higher rates may have is in pushing businesses, that are barely hanging on, over the edge into the abyss. If the interest rate hikes are small enough, even this impact will be minimal.

So, Mr. Bernacke, this non-economic business advisor votes for a slight increase in rates. Just enough to avoid inflation, not enough to push marginal businesses into bankruptcy. The economy has already slowed.

If there are other economic perspectives you'd like from this non-ecomomic advisor, send me an email at
dale@furtwengler.com. I always have an opinion and you always have the right to ignore it. Be well and keep smiling!

Clueless
Monday, July 14, 2008

How do you know when a company's management is clueless?

Look at where they're devoting their energies.

The Thursday, June 19, 2008 Wall Street Journal article "Banks Find New Ways To Ease Pain Of Bad Loans" tells how Astoria Financial Corp. reduced its non-performing loans from $106 million to $68 million in 90 days. How did they accomplish this feat. They changed the definition of a non-performing loans.

Their energies are being spent on making the picture look better than it is. They should be working on things that will actually make the future brighter. Their actions not only cost them credibility in the marketplace, it makes management look inept. Why? There is no indication of what actions they are taking to remedy their financial situation. If they had a viable plan they'd be touting it!

It's counter-intuitive, but when you find yourself wanting to put a pretty face on an ugly situation, it's time to refocus your energy. Look for ways to make real changes instead of changing the facade. If you don't know how to go about that, hire someone to help you. There's nothing wrong with saying "I'm too close to the situation. I need an objective opinion." We, all, need that from time to time.

Are you facing an ugly situation? Send me an email at
dale@furtwengler.com and I'll apply some counter-intuitive thinking to it for you.

Flip-flopping
Monday, July 07, 2008

How do you know when someone is flip-flopping?

Is there a lesson to be learned from politics?

John McCain charged Barack Obama with flipflopping for "reneging" on a pledge to use public funds which would limit his spending. Senator Obama countered with a charge that Senator McCain reversed himself on the immigration bill that he co-sponsored with Senator Ted Kennedy. Are these cases of flip-flopping or have the situations changed? What difference does it make?

When we perceive someone as flip-flopping, we make assumptions about them. Some of those assumptions are:

  • they lack confidence; they are easily swayed by others
  • you can't trust them; their word isn't their bond
  • they're lazy; they go with the flow
  • they can't make a decision; they vacillate among alternatives

That's not how we'd like to be viewed. Nor would we want to deal with someone who exhibits these traits.

How can we tell when someone is flip-flopping? Look at the situation at the time their original decision was made. Compare it with the situation that exists today. Have things changed? If so, does the new decision make sense in light of these new facts. Remember, it's every bit as dangerous to remain rigid in your beliefs in a changing environment as it is to flip flop when the facts haven't changed.

The fourth step in the 7 Steps to Becoming Invaluable is to suspend judgment. It's counter-intuitive, but to discern whether someone is flip-flopping you must first remind yourself of any biases you have toward the individual. These biases form the basis of judgment. Second, ask yourself "Have the facts have changed?" Finally, ask yourself "If the facts have changed, how would these new facts have influenced my decision if I were in their shoes?"

In today's challenging economy, there are a plethora of issues that we face. If there is one in particular you'd like me to address, send me an email me at dale@furtwengler.com.

Dale Furtwengler

About Dale

Dale Furtwengler is an internationally acclaimed author whose work is recommended by:

University of Glasgow
University of New South Wales
Australian Institute of Management


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