You know, I worked for a company with similar experience somewhat. When I accepted the transfer it was another division that was in the red. I didn't know this. I was I guess one could say lied to. I thought it was up and up. Come to find out it was in the red, and numerous times reading reports or watching the map matrix the division was not even on the map. I became upset wondering what is the deal. I asked and was told oh it was a computer generated error. Nothing to worry about, it's just a mess up. I spoke to other counterparts in other divisions that was there long before I got there and was told, "didn't you get told, that division was being looked at as being shut down twice, and when you got there, they figured they would give it one more try". How heart wrenching to know your job is now riding on "can you fix it, if not, you're gone". But I did fix it. From negative $'s to over 5 million in less than 2 years. It does take work, and many times I got called on the carpet "what are you doing down there", because some things in corporates eyes didn't seem logical. But I stood my ground and told them point blank, get off your ass and come down here if you think you can do better, this is not a dog and pony show, you needed change, you needed someone who is willing and wanting to make change, and someone who won't just sit here collecting a paycheck. I got it fixed to the point where we were a benchmark for other divisions to be judged against, with the thought of if my division can do it, so can everyone else, so it became an expectation on other divisions.
In this instance it is somewhat different; I didn't realize what I was walking into. The information like P&L I requested didn't reflect problems. I was given either an old P&L or one from another division that indicated it was successful. But needless to say, it worked out despite the untruths and I was successful and over a decade they made plenty of money with me. After I resigned apparently whoever took over couldn't make it work and a year later the division was shut down. I was even offered to take over another division where there was trouble, but chose not to because I was tired of being asked to go to an undeveloped division. I wanted something I didn't have to clean up.
It is challenging and rewarding to succeed, but if it would have failed, I’ve been told that it could have been a mark against me. How do you write that on your resume after 10 years that it just wasn't a successful division without it being looked at as well you're not very good at handling things!
All options have to be weighed out. And you have to also figure out; is it not the company that really wants things to fail or is it really just troubled.
Thursday, July 21, 2011
Working for a Company with a bad reputation-Part two
I was approached in a conversation with this analogy. I can’t take a position with someone who has a bad reputation because the belief was "Being a good father means more than eating better at the kitchen table". In other words, why take something I can’t control when I might be able to find something I like because I have higher values”. With that analogy, wouldn't eating better be part of being a good father? Meaning, sometimes we all have to step down from the higher ladder rail we're on, expecting to find that perfect position and settle for something in the interim until that something better comes along. So if your only opportunity unless you one that doesn't need money to survive, I have to believe that in the example given, to be a better father and to instill proper values, accepting something that's not so great might instill better values in the long run.
My example using this analogy is, I can look in the mirror at myself and know I am doing everything possible to be a great father by accepting something that's a little more demeaning, not as important, and that it's not beneath me to pick up a broom and sweep the floor even though I was a VP of a good organization at one time.
However if it's from a view of "all things are equal and assuming you do have a choice", I would totally agree, make a better choice and not put yourself in that sort of position by accepting something whereas you'll get nothing out of it in the long haul.
I'm not trying to surmise that what is being said say is not 100% true by any means, I couldn't agree more. But for me, I am at a point after 15 months with a record of employment that has written proof of recommendations from every facet of my career that indicates I'm a good worker, whomever hires me is obtaining a gem, but even looking at myself and not wanting to take that risk of working for someone who's reputation is somewhat tarnished, if I can obtain employment, I'm looking at it as I have to put my pride aside and say I need to do what I need to do, and this will make me a better father, citizen, family man, employee (down the road), decision maker, volunteer, husband, etc.
My example using this analogy is, I can look in the mirror at myself and know I am doing everything possible to be a great father by accepting something that's a little more demeaning, not as important, and that it's not beneath me to pick up a broom and sweep the floor even though I was a VP of a good organization at one time.
However if it's from a view of "all things are equal and assuming you do have a choice", I would totally agree, make a better choice and not put yourself in that sort of position by accepting something whereas you'll get nothing out of it in the long haul.
I'm not trying to surmise that what is being said say is not 100% true by any means, I couldn't agree more. But for me, I am at a point after 15 months with a record of employment that has written proof of recommendations from every facet of my career that indicates I'm a good worker, whomever hires me is obtaining a gem, but even looking at myself and not wanting to take that risk of working for someone who's reputation is somewhat tarnished, if I can obtain employment, I'm looking at it as I have to put my pride aside and say I need to do what I need to do, and this will make me a better father, citizen, family man, employee (down the road), decision maker, volunteer, husband, etc.
Working for a Company with a bad reputation
Working for a company with a bad reputation? I can honestly say, I worked for a company who had a great reputation, but within the area I took over not so much. The company was looking at actually closing it down in 2 instances, but decided to give the area one more shot and it was offered to me.
But, I had only been with the company a year when they offered it. Not knowing even when I asked for a current P&L to review how that center was thriving, I sort of wasn't given the true facts. When I found out how they were going to shut the place down, I was their last shot, I came unglued and expressed my discontent to the uppers.
However as it turned out, having the right person on the right bus in the right seat pays off. I was able to turn the reputation of that center around from a negative red into over $5MM in 2 years and over my tenure bring in around 100 clients with an average of 100/200K monthly. I was then beginning to be offered positions in other troubled centers, which again it wasn't actually told to me in that fashion, so I just assumed what is it I'm doing wrong that I kept getting me offers to handle these places. I had a counterpart tell me after I actually turned the last one down because it was really a trouble spot; I was looking at it in the wrong light. Apparently they liked what I had done at the one I was at so they figured let’s see if he would clean up others. I shot myself in the foot on that last turn down. I was clearly asked by regional, "there is no amount we can offer you to take this position".
So you never know what the outcome is for accepting a position with a company with a bad reputation. I wish my counterpart would have explained that to me prior to me turning it down. That might have been my ticket to fame and fortune! I think you have to stop and view everything from outside the box and not immediately take everything from a negative aspect. Ask questions if you are going to be a decision maker, how much responsibility will I have in making decisions, judging the outcome of things, how much of my contributions will be allowed, or is everything strictly take this and follow what we tell you what to do, then you're really not helping nor is the company open to change. Weigh it all out before accepting anything you think could be harmful or beneficial to the outcome of the company as well as for yourself
But, I had only been with the company a year when they offered it. Not knowing even when I asked for a current P&L to review how that center was thriving, I sort of wasn't given the true facts. When I found out how they were going to shut the place down, I was their last shot, I came unglued and expressed my discontent to the uppers.
However as it turned out, having the right person on the right bus in the right seat pays off. I was able to turn the reputation of that center around from a negative red into over $5MM in 2 years and over my tenure bring in around 100 clients with an average of 100/200K monthly. I was then beginning to be offered positions in other troubled centers, which again it wasn't actually told to me in that fashion, so I just assumed what is it I'm doing wrong that I kept getting me offers to handle these places. I had a counterpart tell me after I actually turned the last one down because it was really a trouble spot; I was looking at it in the wrong light. Apparently they liked what I had done at the one I was at so they figured let’s see if he would clean up others. I shot myself in the foot on that last turn down. I was clearly asked by regional, "there is no amount we can offer you to take this position".
So you never know what the outcome is for accepting a position with a company with a bad reputation. I wish my counterpart would have explained that to me prior to me turning it down. That might have been my ticket to fame and fortune! I think you have to stop and view everything from outside the box and not immediately take everything from a negative aspect. Ask questions if you are going to be a decision maker, how much responsibility will I have in making decisions, judging the outcome of things, how much of my contributions will be allowed, or is everything strictly take this and follow what we tell you what to do, then you're really not helping nor is the company open to change. Weigh it all out before accepting anything you think could be harmful or beneficial to the outcome of the company as well as for yourself
Tuesday, July 12, 2011
Quantum Physics-Past Present Future
I watched a television show last evening and maybe you've seen it. Called "Through the Wormhole" with Morgan Freeman as the Narrator. I love this show. Do you get what they're talking about most of the time? Typically it is physicist trying to conclude when the universe was started and where does it go and how does that help our existence.
On this particular program they were talking about Quantum Physics and time. Time as in does time really exist or is it something that is just built into each of our minds. Was time there before the universe was created or did it come about after the universe was created.
I know most people think people like this are probably loony tunes. But they really aren't They're just thinkers who go beyond the normal day thoughts. They live in a world of "what ifs". If you put down all your bias and really listen there's so much to be learned out there and this blogger enjoys listening to theory and would be, or could it have been.
The program spoke about time but in the advent of what is time? Is there really such thing as our past, the present and the future or could it be all three actually take place at the same time. They gave examples such as using a digital camera and how fast it will rack up 30 frames a second. Did you see what I just said, 30 frames a second. Now we would all think starting with the first frame is present as we move to the second one, #1 is now the past and #2 is now the present and everything ahead of it is the future, right? I had to put some thought into this to really makes some sort of sense.
Actually 30 frames a second is pretty fast. It all takes place in nanoseconds to achieve those 30 frames. Now lay them out side by side. Look at frame number one and then look at frame number 30. One would think from past to present to future. But in reality they all happened within the same time frame 1 second!
I thought about it more. Remember as a kid how you would take a tablet and draw on the bottoms of the tablet a picture the next page a picture in just a slight different movement and the third page something a bit different until you used up the entire tablet with a picture on it. Now you were ready to flip through the ends to make your own show. As a comparison to the photos shot within 1 second. Look as you are flipping through the tablet the action taking place. The past the present and the future is between your fingers as you cause the tablet to flip. Take that same tablet and make it go backwards now you're going from the future back to the past. All within a second right. But if you lay them out frame by frame they are typically in the now. No past and no future, simply the now.
The whole point to this exercise was to determine or theorize is there really a past, present or future or does all three actually happen simultaneously and we know it as the three parts of time because that's what we have been taught and that is how our brains rationalizes time. But you have to step away from what we are taught and what our brains sees as rationalization and think bigger than that. Think of your life as already been planned out and it's all taking place right in front of you just on a slower scale. It's really quite fascinating in my eyes. Is time of essence or is it simply something we have grown accustomed to in order to rationalize what we do each step of the way, something we use that we have created to justify our being. All pondering thoughts!
On this particular program they were talking about Quantum Physics and time. Time as in does time really exist or is it something that is just built into each of our minds. Was time there before the universe was created or did it come about after the universe was created.
I know most people think people like this are probably loony tunes. But they really aren't They're just thinkers who go beyond the normal day thoughts. They live in a world of "what ifs". If you put down all your bias and really listen there's so much to be learned out there and this blogger enjoys listening to theory and would be, or could it have been.
The program spoke about time but in the advent of what is time? Is there really such thing as our past, the present and the future or could it be all three actually take place at the same time. They gave examples such as using a digital camera and how fast it will rack up 30 frames a second. Did you see what I just said, 30 frames a second. Now we would all think starting with the first frame is present as we move to the second one, #1 is now the past and #2 is now the present and everything ahead of it is the future, right? I had to put some thought into this to really makes some sort of sense.
Actually 30 frames a second is pretty fast. It all takes place in nanoseconds to achieve those 30 frames. Now lay them out side by side. Look at frame number one and then look at frame number 30. One would think from past to present to future. But in reality they all happened within the same time frame 1 second!
I thought about it more. Remember as a kid how you would take a tablet and draw on the bottoms of the tablet a picture the next page a picture in just a slight different movement and the third page something a bit different until you used up the entire tablet with a picture on it. Now you were ready to flip through the ends to make your own show. As a comparison to the photos shot within 1 second. Look as you are flipping through the tablet the action taking place. The past the present and the future is between your fingers as you cause the tablet to flip. Take that same tablet and make it go backwards now you're going from the future back to the past. All within a second right. But if you lay them out frame by frame they are typically in the now. No past and no future, simply the now.
The whole point to this exercise was to determine or theorize is there really a past, present or future or does all three actually happen simultaneously and we know it as the three parts of time because that's what we have been taught and that is how our brains rationalizes time. But you have to step away from what we are taught and what our brains sees as rationalization and think bigger than that. Think of your life as already been planned out and it's all taking place right in front of you just on a slower scale. It's really quite fascinating in my eyes. Is time of essence or is it simply something we have grown accustomed to in order to rationalize what we do each step of the way, something we use that we have created to justify our being. All pondering thoughts!
Sunday, July 10, 2011
Can Quality Be Designed.
In a question that was recently asked Can Quality be Designed; I replied with the following information.
Personally I realize there is quality product and quality service. But to me in a generalized sense of the word, it is a perception. It is not a tangible product that can be moved from A to B.
It is service that was brought about back around 1924 whereas industry professionals gained statistical data based on uniform manufacturing of mass production of the same item(s) and/or assembly of a repetitive product. If all fell in to a manufactured tangible piece of material that matches with other parts and assembled after manufacturing within a given degree of does it go together utilizing a good, average or poor methodology at which point statistical data was created. If it didn't conform statistically data was classified as NCR non-conformance as we know it today.
*Quality management adopts a number of management principles[3] that can be used by top management to guide their organizations towards improved performance. ( *Cited- Wikipedia)
Quality is a process no different than getting advice from an attorney if you do it this way you will achieve this. It's advice. It's words that steer you to correctness toward building a winning product as well as service.
Areas of Quality focus are: Customer Focus, Leadership, People Involvement, Processes(directions),Managing, Continuous Improvement,
Factual decisions based on statistical analysis, and requirements based on supplier relations.
ISO derives quality as performance improvements
* ISO 9004:2008 — guidelines for performance improvement.
* ISO 15504-4: 2005 — information technology — process assessment - Part 4: Guidance on use for process improvement and process capability determination.
* QFD — quality function deployment, also known as the house of quality approach.
* Kaizen —Japanese for change for the better; the common English term is continuous improvement.
* Zero Defect Program — created by NEC Corporation of Japan, based upon statistical process control and one of the inputs for the inventors of Six Sigma.
* Six Sigma — 6 Six Sigma combines established methods such as statistical process control, design of experiments and failure mode and effects analysis (FMEA) in an overall framework.
* PDCA — plan, do, check, act cycle for quality control purposes. (Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.)
* Quality circle — a group (people oriented) approach to improvement.
* Taguchi methods — statistical oriented methods including quality robustness, quality loss function, and target specifications.
* The Toyota Production System — reworked in the west into lean manufacturing.
* Kansei Engineering — an approach that focuses on capturing customer emotional feedback about products to drive improvement.
* TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige National Quality Award and in Europe as the European Foundation for Quality Management award (each with their own variations).
* TRIZ — meaning "theory of inventive problem solving"
* BPR — business process re-engineering, a management approach aiming at 'clean slate' improvements (That is, ignoring existing practices).
* OQM — Object-oriented Quality Management, a model for quality management.
* (Citing from Wiki)
Quality is not something you can touch. It is a mind-set of ensuring metrics are met by pursuing a given set of instructions or goal or set of statistics.
On 7/10/11 5:20 PM, Dennis J Morgan added the following clarification:
The International Organization for Standardization (ISO) created the Quality Management System (QMS) standards in 1987. They were the ISO 9000:1987 series of standards comprising ISO 9001:1987, ISO 9002:1987 and ISO 9003:1987; which were applicable in different types of industries, based on the type of activity or process: designing, production or service delivery.
To further prove my thoughts, if you opened a business and you were required to pay taxes what would you pay them against? You only pay State and Federal Sales Tax on a tangible personal product that exchanges hands. You do not pay taxes on your labor. You may report your earnings but no tax is charged of consulting or labor. Quality is just that a suggestion, a mind-set, nothing is physically changing hands. The only thing changing is how one performs and conforms to the statistical data they are trying to improve on.
So, the bottom-line is "Yes" the concept and the perception of Quality can be designed. It can not be designed as a product because the product is an aftermath of the quality system you choose to follow based on demands and information!
Personally I realize there is quality product and quality service. But to me in a generalized sense of the word, it is a perception. It is not a tangible product that can be moved from A to B.
It is service that was brought about back around 1924 whereas industry professionals gained statistical data based on uniform manufacturing of mass production of the same item(s) and/or assembly of a repetitive product. If all fell in to a manufactured tangible piece of material that matches with other parts and assembled after manufacturing within a given degree of does it go together utilizing a good, average or poor methodology at which point statistical data was created. If it didn't conform statistically data was classified as NCR non-conformance as we know it today.
*Quality management adopts a number of management principles[3] that can be used by top management to guide their organizations towards improved performance. ( *Cited- Wikipedia)
Quality is a process no different than getting advice from an attorney if you do it this way you will achieve this. It's advice. It's words that steer you to correctness toward building a winning product as well as service.
Areas of Quality focus are: Customer Focus, Leadership, People Involvement, Processes(directions),Managing, Continuous Improvement,
Factual decisions based on statistical analysis, and requirements based on supplier relations.
ISO derives quality as performance improvements
* ISO 9004:2008 — guidelines for performance improvement.
* ISO 15504-4: 2005 — information technology — process assessment - Part 4: Guidance on use for process improvement and process capability determination.
* QFD — quality function deployment, also known as the house of quality approach.
* Kaizen —Japanese for change for the better; the common English term is continuous improvement.
* Zero Defect Program — created by NEC Corporation of Japan, based upon statistical process control and one of the inputs for the inventors of Six Sigma.
* Six Sigma — 6 Six Sigma combines established methods such as statistical process control, design of experiments and failure mode and effects analysis (FMEA) in an overall framework.
* PDCA — plan, do, check, act cycle for quality control purposes. (Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.)
* Quality circle — a group (people oriented) approach to improvement.
* Taguchi methods — statistical oriented methods including quality robustness, quality loss function, and target specifications.
* The Toyota Production System — reworked in the west into lean manufacturing.
* Kansei Engineering — an approach that focuses on capturing customer emotional feedback about products to drive improvement.
* TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige National Quality Award and in Europe as the European Foundation for Quality Management award (each with their own variations).
* TRIZ — meaning "theory of inventive problem solving"
* BPR — business process re-engineering, a management approach aiming at 'clean slate' improvements (That is, ignoring existing practices).
* OQM — Object-oriented Quality Management, a model for quality management.
* (Citing from Wiki)
Quality is not something you can touch. It is a mind-set of ensuring metrics are met by pursuing a given set of instructions or goal or set of statistics.
On 7/10/11 5:20 PM, Dennis J Morgan added the following clarification:
The International Organization for Standardization (ISO) created the Quality Management System (QMS) standards in 1987. They were the ISO 9000:1987 series of standards comprising ISO 9001:1987, ISO 9002:1987 and ISO 9003:1987; which were applicable in different types of industries, based on the type of activity or process: designing, production or service delivery.
To further prove my thoughts, if you opened a business and you were required to pay taxes what would you pay them against? You only pay State and Federal Sales Tax on a tangible personal product that exchanges hands. You do not pay taxes on your labor. You may report your earnings but no tax is charged of consulting or labor. Quality is just that a suggestion, a mind-set, nothing is physically changing hands. The only thing changing is how one performs and conforms to the statistical data they are trying to improve on.
So, the bottom-line is "Yes" the concept and the perception of Quality can be designed. It can not be designed as a product because the product is an aftermath of the quality system you choose to follow based on demands and information!
Monday, June 6, 2011
Should Sales Act as Collections When a Client's Account is Overdue?
In my eyes I can agree with most in the aspects of selling and that's the bottom line of a sales person is to drive revenue. I worked for a distribution company for many years as a General Manager. The whole analogy to the business as our President derived in his quote was "We're all in Sales", so that being said even collections is in sales. So to make the blow much easier on everyone even AR needs to come across empathetic. We all have tough times in business. This month better than last and vice-verse. Owners of businesses know they have to pay their debts. Whether you're in accounts receivable or sales we're all in collections also.
Who has the best relationship with your client than your sales people? Heck many eat with them, play golf with them, many times have invites over to BBQ with them and so on. The relationship is in some cases better than family. A Salesperson should soften the conversation my probing with open ended questions like asking them to check, and ensure it wasn't a mistake on the salesperson's part and/or could it have gotten lost or misfiled, doesn't make the sales person a bad guy/gal. It simply states we do work for a company and we all have to mind our business.
Our credit department did do their job, but in many cases the customer/client did go to the extreme until confronted. AR did call them, did follow up with them with letters and 10 day notices from the legal department, but when the customer is having a hard time they may not even answer the phone in fear of collections. So, to make it a softer blow, AR would ask us (management of the center) who also was in sales as well as operations to talk to our clients and see what we can do to assist. Surely we didn't want to lose the client over one invoice or several, but a plan of action could be made to help them out. So we would speak to the client, maybe take them to lunch and sure discuss all the things happening in their business and what's going on for the future etc., etc. But again we softened the blow because the client trusted us and knew we would work with them in every avenue possible. We became the voice between the client and corporate. Face it clients hate corporate who places demands, so they knew we understood their business and we brought back their issues to AR and AR was able to make arrangements or change the terms to their accounts, hence making the client happier, and in many cases increasing business because they realized under a collaborative effort the company wasn't out to sink the client but only help them grow which was beneficial to both sides.
Of course you did have those clients that pushed the limits and you had no choice but to become forceful with demand letters and even issue leans, but take into account, dependent on how big the client is $1000.00 invoice worth going after if the client buys $50MM annually? When taking them to court is going to cost you more time, effort and expenses? So you have to weigh each client individually and know your client to be able to even approach them in the manner of collections. I succeeded. I knew my clients and never had a loss show up on my monthly’s that will be wrote off due to the inability to collect. Guess it depends on the business, the product, the efforts involved, the type of sales person you have and how they are at sales and negotiation tactics and their relationship with their clients. If you’re servicing them, they are happy with the product, the service, the pricing, they know deep inside that if they’ve been avoiding payment someone, even the sales person could easily ask; “hey what’s going on, how can I/we help”?
And in many cases sometimes that is all it takes is the buddy plan. "I (the client) couldn't call corporate, but I knew you could help me (the salesperson) with a possible plan of action. And who knows this same, I scratch your back and assist, gives you the opportunity for more sales!
Who has the best relationship with your client than your sales people? Heck many eat with them, play golf with them, many times have invites over to BBQ with them and so on. The relationship is in some cases better than family. A Salesperson should soften the conversation my probing with open ended questions like asking them to check, and ensure it wasn't a mistake on the salesperson's part and/or could it have gotten lost or misfiled, doesn't make the sales person a bad guy/gal. It simply states we do work for a company and we all have to mind our business.
Our credit department did do their job, but in many cases the customer/client did go to the extreme until confronted. AR did call them, did follow up with them with letters and 10 day notices from the legal department, but when the customer is having a hard time they may not even answer the phone in fear of collections. So, to make it a softer blow, AR would ask us (management of the center) who also was in sales as well as operations to talk to our clients and see what we can do to assist. Surely we didn't want to lose the client over one invoice or several, but a plan of action could be made to help them out. So we would speak to the client, maybe take them to lunch and sure discuss all the things happening in their business and what's going on for the future etc., etc. But again we softened the blow because the client trusted us and knew we would work with them in every avenue possible. We became the voice between the client and corporate. Face it clients hate corporate who places demands, so they knew we understood their business and we brought back their issues to AR and AR was able to make arrangements or change the terms to their accounts, hence making the client happier, and in many cases increasing business because they realized under a collaborative effort the company wasn't out to sink the client but only help them grow which was beneficial to both sides.
Of course you did have those clients that pushed the limits and you had no choice but to become forceful with demand letters and even issue leans, but take into account, dependent on how big the client is $1000.00 invoice worth going after if the client buys $50MM annually? When taking them to court is going to cost you more time, effort and expenses? So you have to weigh each client individually and know your client to be able to even approach them in the manner of collections. I succeeded. I knew my clients and never had a loss show up on my monthly’s that will be wrote off due to the inability to collect. Guess it depends on the business, the product, the efforts involved, the type of sales person you have and how they are at sales and negotiation tactics and their relationship with their clients. If you’re servicing them, they are happy with the product, the service, the pricing, they know deep inside that if they’ve been avoiding payment someone, even the sales person could easily ask; “hey what’s going on, how can I/we help”?
And in many cases sometimes that is all it takes is the buddy plan. "I (the client) couldn't call corporate, but I knew you could help me (the salesperson) with a possible plan of action. And who knows this same, I scratch your back and assist, gives you the opportunity for more sales!
I've been gone for a while...but
To everyone who has come and read and kept up with my blog, I apologize but I have been away for at least 7 months. But not to fear, I am hoping to start writing again since it is essential to what I enjoy doing. So, without further ado let's get started and thanks to all who visit and read and keep up.
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