Ever Wonder Why The U.S. Capital Is Where It Is?

Like a lot of politics…it was the result of a “deal”!!

Flash back to the early days of the republic… the new national government was saddled with immense debt from the revolutionary war as were the states. By the late 1780s, some states – notably the southern states of Maryland, Virginia and North Carolina had paid off their debt while others such as Massachusetts and South Carolina had not. At the same time the debate was going on as to where to locate the national capital…. New York, Boston and Philadelphia were the largest cities in the country – centers of banking, law and commerce – and each wanted to be the national capital.

474px-Alexander_Hamilton_by_John_Trumbull_1832.jpg

Hamilton

Enter Alexander Hamilton (of $10 bill fame), Secretary of the Treasury. To establish credit for the new nation, Hamilton proposed to restructure the revolutionary war debt and at the same time for the federal government to assume the revolutionary war debt of the states. Assuming the state’s unpaid debts would assure their creditors that they would be paid. Hamilton’s plan was opposed by Jefferson and Madison; Jefferson on the grounds that it was not fair to those states that had paid off their debt (such as his native Virginia!). To ask Virginia, Maryland, etc. taxpayers to pay off the debt of those states that still had revolutionary war debt was not right! Madison and others opposed it on the basis that the new Constitution didn’t contemplate such actions.Hamilton’s plan was achieved by a “deal”; Hamilton would campaign among his northern political allies for the national capital to be located on the Potomac River (the boundary between Maryland and Virginia). Jefferson and Madison lobbied their southern peers to back Hamilton’s plan, including the federal government assuming the unpaid revolutionary war debt of the states. Virginia and Maryland essentially saying “we will help pay off your debt…but we get the capital”! The deal was cut!

DC map.jpgLegislation was passed on July 16, 1790 to establish the national capital on the Potomac River somewhere between Hagerstown, MD and Alexandria, Virginia – the decision of exactly where to be left to discretion of the new President (and former surveyor) George Washington.

Now you know why the national capital is where it is!!Stay tuned to see why it is shaped the way it is!

Knowledge – always be seeking it!

Follow me on Twitter for notices of these posts.

For jobs and career opportunities in the Washington, DC metro area –  visit the NRI website. Many jobs are listed there …..and NRI Recruiters can find others for you!

My LinkedIn profilefollow me on twitter

Copyright © Robert Mulberger All Rights Reserved

“How Are You?”

A throw-away question… or one you are asking with sincerity?

In my capacity as an executive with a former employer, I used to work with an insurance broker by the name of John Spinner. Whenever I talked with him or saw him in person, he’d ask the standard question “How are you…” but with two additions.

how are youHis question was “How are YOU today?”…with heavy emphasis on the YOU. And the addition of the word “today” totally took the question out of the “throw-away” category to a question where the answer was important to him.

If in person, it was accompanied by a firm handshake and direct eye contact. If my answer was non-committal, John would follow up “no – really how are YOU?”

Agreed – I was a customer. But as time went on and John knew he had my business, he still asked the question same way. And if I responded in anything less that “A-OK John”, he’d ask “Is there anything I can do for you?”

Please note these exchanges took place over 30 years ago yet I still remember them.

The point is that this single aspect of John’s communication skills helped make him a very likeable fellow which in turn earned him referrals galore… and from referrals come new business and more referrals.

And remembering John’s approach to the routine “How are YOU today?” serves as a reminder to us all just how impactful the most simple of communications can be.

      twitter.jpg

Enough is Enough!! Stop Talking and Let’s Get on With It !!

stop_talking_tshirtA major annoyance for most of us is a conversation with someone that never stops talking!

You almost have to wait until they take a breath to get a comment or question in!

Learning how and when to “shut up” is both a behavioral habit as well as a leadership trait.

According to  Mike Staver of The Staver Group – www.thestavergroup.com – many people don’t know when to talk and when to put a brake on it.

Here are a few questions to determine whether you know how to keep your mouth shut or not:

  •  After you make your point, do you just have to add a few other (unnecessary) comments?
  •  Do you say “in closing” several times before you really close?
  •  Do you have to have the last word in an argument or disagreement?

Here are some communications tips from Staver:

  •  Be clear about what you are attempting to communicate.
  •  Share with the person you are communicating with what you want to accomplish.
  •  Avoid getting distracted by other issues, ideas, points, stories, etc. (I refer to this as “wandering around the verbal landscape”! With folks that do this, you just want to scream “Stick to the point”!!)
  •  Use “talk-ending” techniques such as “So what are the next steps?” or use an example to wrap things up.
  •  Learn to tolerate silence. It is effective…and it won’t kill you, Staver says!

“Leadership – never stop learning”

     twitter.jpg

NRI – metro Washington,DC’s premier staffing service for over 45 years!

13 Common Behaviors of Trusted Leaders!

Without trust – organizational crisis!

Research shows that only 49% of employees trust senior management, and only 28% believe CEOs are a credible source of information.

Trust aOrganizational trust is critical for success – trust is the foundation for all successful relationships, both business and personal. If you are a manager and leader, one of your most important roles is to inspire trust. Trust in you, your motives  AND your organization.

Inspire – to affect – to guide – to bring about – to fill with enlivening emotion.

Inspiring trust is not an easy task. To be trusted as a manager and leader, you must demonstrate both character and competence:

Character includes integrity, honesty and how you are observed treating others. A manager/leader who has earned trust is viewed as a “good and honest person” as demonstrated by past words and deeds – by “history”. He or she is credible – up front with people.

Competence includes capabilities, skills and track record. Your actions and decisions need to demonstrate that you know what you are doing – that you understand the marketplace, understand people and that you are constantly looking for organizational opportunity.

The-Speed-Of-TrustStephen M.R. Covey (son of the late Stephen R. Covey) – in his landmark book The Speed of Trust: The One Thing that Changes Everything – talks of the “13 Behaviors of High-Trust Leaders.

Covey identified 13 common behaviors of trusted leaders around the world that build and then maintain trust. When individual leaders adopt these ways of behaving, it’s like making deposits into the “trust account” of another party.

Those 13 are:

1. Talk Straight: Tell the truth. Let people know where you stand. Demonstrate integrity.

2. Demonstrate Respect: Show you genuinely care. Respect everyone, even those that can’t do anything for you. Show kindness in little ways.

3. Create Transparency: Be genuine, open and authentic. Don’t hide information or have ‘hidden agendas’. Operate on the premise of ‘what you see is what you get’.

4. Right Wrongs: Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Do the right thing.

5. Show Loyalty: Give credit to others. Be loyal to the absent. Represent others who aren’t there to speak for themselves. Don’t talk negatively about others behind their backs.

6. Deliver Results: Establish a track record of results. Accomplish what you are hired to do. Don’t over-promise and under-deliver. Don’t make excuses for not delivering.

7. Get Better: Continuously learn and improve. Increase your capabilities. Develop formal and informal feedback systems. Thank people for feedback. Act on feedback received.

8. Confront Reality: Meet issues head-on. Address the ‘tough stuff’ directly. Acknowledge the unsaid. Lead conversations courageously.

9. Clarify Expectations: Disclose and reveal expectations. Discuss and validate them. Renegotiate them if necessary. Ensure expectations are clear.

10. Practice Accountability: Hold yourself and others accountable. Take responsibility for good or bad results. Clearly communicate how everyone is doing.

11. Listen First: Listen before you speak. Listen with your ears, eyes and heart. Diagnose. Don’t assume, find out.

12. Keep Commitments: State your intentions and then do it. Make commitments carefully; make keeping your commitments the symbol of your honor. Don’t break confidences.

13. Extend Trust: Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those who are earning your trust.

Wise words and a roadmap for every manager and leader. Keep the short list of these (talk straight, demonstrate respect, create transparency, etc.) in your mind as you go about your day. Better yet – get Covey’s book and read it!

Leadership – Never Stop Learning…….

Good luck!

Adapted from Crisis of Trust by Lori Williams of Creative Management Consultants

See the blog on the NRI website for additional job-seeking & career information:

    twitter.jpg