In baseball, and other sports, the dividing line is similar. Should a player be considered for a possibly beneficial trade, or perhaps outright release, or should the team consider him as a core member of the franchise, someone whose long-term attributes will grow into an irreplaceable asset for the organization.

Many factors need to be considered when this transitional moment approaches. I have always thought it best to look at the skill set a person possesses and their ability to grow within the company. Flexibility and cooperation of the individual are also important factors. Employee loyalty and willingness to go the extra mile are valuable assets that must be considered.

The wisdom evinced by these decisions and their long-term implications can make a major difference in a company’s success, and perhaps the passion of the “player” to keep contributing should be accorded due consideration. Yes, the Mets traded Nolan Ryan, but they also traded Darryl Strawberry, who experienced a myriad of troubles throughout the remainder of his career. But no one would ever dream of trading Derek Jeter.

In these times of economic trouble, many companies will make ill-advised personnel choices under the temporary pressure of meeting a payroll. The LIFO (last in, first out) fallacy often leads to the unnecessary disposal of individuals who are growing rapidly in their ability to contribute and learning more and more about the company’s industry.

It takes a wise hand with much business experience to weigh all these factors carefully, before determining whether the person is a “keeper.”

Consultants and service professionals who become too demanding will lose clients if they present a problem with a forceful, in-your-face attitude. One must refrain from becoming overly critical of the client’s activity or work product. Consultants and service professionals must keep in mind that their requirements are but a fraction of the work that the client has to accomplish. They must be sensitive to the pressures that the client may be facing and act appropriately.

Prudent business practice and honesty sometimes require all of us to say “no.” But, again, there is a way to say it.

The service professional should remind a client about deadlines for contracts or submissions. However, it is the client’s prerogative to meet those deadlines or let them lapse. The service professional must abide by the client’s decision.

Since we all serve other people in one way or another, I appreciate the frustration in overcoming obstacles needed to perform a job. But we all must submit to authority and remember the customer or client is always King.

We hire our administrative staff for their creativity, ability to determine priorities and to keep our clients happy. I’m always willing to cut a little slack for someone who can tell me why my directions were modified or unheeded.

Of course, our staff must be sensitive to their level of authority and when approval is required. But sometimes, speed is of the essence and “to snooze is to lose.” Those interested in rising within our organization invariably show initiative, proactive enthusiasm and a willingness to work hard, or overtime when necessary, to get a job done.

We have noticed our most successful clients follow a similar blueprint. Sometimes, they even set up a management center at our site and let their employees telecommute. This business model allows increased flexibility, reduced overhead and can even spur remote workers to new heights of commitment.

Considering all of the above, staff members would be well advised to avoid saying, “But that’s what you told me to do.”

For those companies downsizing, it’s an adjustment guaranteed to make them healthier and stronger in the long run. Staffing is pared to the most talented and productive. Working lean has become the new corporate philosophy, and it will bode well for the future.

For companies just starting out, the focus has become cost control and husbanding resources – keeping fixed investments to a minimum. We can help with that. Why make irreversible commitments to IT infrastructure, telecommunications equipment, long term leases and office setup when all of that expense can be devoted to your business operation?

I feel that we are really serving individuals in need by helping our clients develop and maintain a the flexibility they need to survive, and, after this downturn becomes just an unpleasant memory, to grow and thrive.

We proudly host a pediatric neurologist, psychotherapists for Alzheimer’s and post partum depression, and many other disciplines. Some of these health care providers use our spacious reception areas for their waiting room. This works particularly well for psychotherapists who care for one patient at a time at extended intervals. Other doctors with a more compressed caseload use a separate office for their waiting room.

Because our offices are accessible 24/7, many doctors schedule their patients at convenient early evening hours as is customary. They also utilize our computer scheduling programs for both this facility and other locations or hospitals where they practice.

Many of our staff members become well versed in medical terminology and can even field common questions posed by patients. Staff members then quickly change hats and answer the next call for a corporate professional without missing a beat (no pun intended).

In these challenging times, we should all explore new markets and untapped business opportunities. By incorporating health care professionals into our client base, The Private Office has done just that.

At The Private Office (www.theprivateoffice.com), we support your business structure and capabilities in many ways, some often taken for granted. For example, clients of all sizes benefit from large corporation technology without the investment expense, risk, maintenance or long-term commitment.

At an office business center (OBC), the underlying framework includes the telecommunications system, Internet access, high-speed printers and videoconferencing, but clients also avoid the hassle of shopping for furniture and other basic amenities.

Of course, at OBCs, just like any other organization, people make the difference. OBC clients avoid the grueling employee selection process for administrative staff. In addition, to the time and headaches, the cost savings can be enormous. And our staff is rigorously tested and screened to ensure professional, courteous service.

One of the fundamental advantages of an OBC, to let you focus on your core competency, comes into play when something malfunctions. Whether it is the HVAC system or the coffee machine, clients at an OBC avoid any unnecessary diversion. Our staff makes the service calls, supervises the repair and ensures all systems are brought back to speed in a timely manner.

Some clients also use our staff to handle appointments and scheduling. We make the follow-up calls and send reminder notices, then simply hand the day’s agenda to the client first thing in the morning.

Thus, the competitive advantages of an OBC include time, personnel and money as well as the ability to help you focus like a laser beam on what truly matters.

During the summer months, business slows a bit. Clients take Friday off, especially on a sunny day. The last two weeks of August are devoted to filing, cleaning and organization. We also gear up for the Fall season. During September and October, sales increase substantially, and activity at the centers reaches a pinnacle. Holiday excitement kicks in around November, and the cycle repeats itself.

At TPO, we inaugurate the New Year by meeting with our vendors, planning PR/marketing strategies, and evaluating our IT equipment for upgrades. We discuss new services and collaborate with our clients to determine their needs. Like any well managed business, we analyze our budget and spending meticulously. We evaluate our competition and the state of the economy, and analyze current trends.

However, at an OBC our clients’ seasonal fluctuations vary, so we must remain vigilant at all times.

It’s a New Year, and we all yearn for a new beginning. A new President will be inaugurated soon, and we all hope for better things ahead.

We returned to work after a much deserved holiday break, ready for action. The first week has been a little slow but not exactly unexpected. Typically, it takes people a while to recover from holiday overload and respond to the backlog piled up on their desk. Of course, with the financial rollercoaster we’ve been riding, “status quo” sounds pretty good.

We fully expect to see sales heat up in the coming weeks, especially since our Director of Sales has implemented a powerful new marketing tool. Attracting viable prospects may seem like finding the proverbial needle in a haystack, but with today’s technology, anything is possible.

Our center in White Plains has been completely overhauled, and the results are evident. Our prospects are impressed by the crisp new landscaping and a modernized lobby, and our new curb appeal makes everyone want to come inside to see it.

Our clients are planning numerous training and strategy sessions, and conference space is at a premium. There’s a buzz in the air; people are striding briskly up and down our hallways; and everyone is brimming with new ideas.

Despite some natural trepidations, I’m convinced the best is yet to come.

We enjoyed a lovely holiday party this week and were blessed with a record turn out. Indian food provided a little spice to the event, but we offered some less exotic cuisine for those with more conservative palettes.

I looked for a childhood hangout with the best cookies, and it was still there! Just thinking about it makes my mouth water.

Our entire staff was involved in the party preparations, and it was a smashing success!

I will be out on vacation next week, without my laptop, I might add, so this is my last entry for 2008. I look forward to sharing the highlights of 2009 at The Private Office, and wish everyone a healthy and happy Holiday Season. See you all next year.

Employees develop an inherent sense of loyalty and satisfaction by becoming part of a larger entity. Their personal performance impacts the company’s success or even survival. That’s why loyal employees think beyond their job description and take pride in their work to accomplish personal and company goals. A loyal employee is satisfied solely by a job well done.

Customers may also cultivate a sense of loyalty. Though customer loyalty is branded as old-fashioned, our clients appreciate value and widely promote our services to their associates. A company’s customers can and should become its most vibrant sales force.

I envision a flow of loyalty extending from employer to employee to customer. Becoming part of that loyalty stream makes challenging days easier and good ones even better.