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Opinion Editorials

Gale Sayers, an inspiration regardless of your industry

“Price, quality and service are what’s important in business, not the fact that I used to run with a football 25 years ago,” said Gale Sayers.



gale sayers

Gale Sayers: Leaders on leading

I don’t usually get too worked up about sports figures and their respective biographies but one in particular has stayed with me throughout my life: The story of Gale Sayers is a story about leading by example, fellowship and giving back to your community.

Gale Sayers was a heck of a football player (you can marvel at his on-field dynamics on Youtube) but an even more successful entrepreneur. When I was a kid and deep into sports I was immediately attracted to the Sayers’ work ethic and dedication on the football field. His best-selling autobiography “I am Third” was even required reading when I was in school.

Prepare to play, prepare to quit

When he retired due to knee injuries, Sayers set out to prove that he wasn’t just an ex-jock who was living off his name. He went back to school and completed his Bachelor’s Degree and then his Master’s Degree in Athletics Administration. Commented Sayers, “…When I played the game of pro football back in the 1960s-70’s there wasn’t a lot of money to be made, so I had to do other things after I left football to make a living. I continue to tell a lot of players ‘As you prepare to play, you must prepare to quit.'”

He continued, “…I was looking for a field of the future. I got into computers, and I’ve been doing that ever since. We started out selling hardware, software and network integration services and have continued to expand.”


Granted, Gale Sayers had a few things going for him: he was a well-known and respected football player. He was the youngest player ever to be inducted into the NFL Hall of Fame. As a man of color he was able to attract minority business to his computer.

According to his second biography, “My Life and Times, Sayers chose the computer field and began his company in 1982.

Sayers initial efforts started out very small: he called businesses and connected with their respective purchasing departments. Regarding those first years in the business, Sayers underscored the importance of persistence saying, “I didn’t have a lot of product knowledge at first, but I knew that computers were the field of the future. I found out what my customers needed, worked out a price and got the product delivered.”

Going the distance

In his second biography “My life and Times”, Sayers points out that during the boom years of the late 1980’s and early 90’s his company was pulling in almost 300 million dollars annually. By the mid-90’s the bubble had burst and Sayers was forced to re-structure yet he did so while being able to avoid declaring Chapter 11 Bankruptcy. To that end, Sayers’ biggest success and challenge was a two-edge sword: the pre technology boom of the early 90’s allowed Sayers to borrow money and expand in quantum leap fashion, yet when the bubble broke he had to reconfigure his company and holdings in a way that allowed his to continue moving forward.

Quote me on that

I learned that if you want to make it bad enough, no matter how bad it is, you can make it.”
Said during an interview after his Sayers’ comeback from knee-surgery to once again lead the NFL in rushing.

The same words are easily applicable to his efforts to re-structure his company in 2003 after getting hammered by market fluctuations and the threat of bankruptcy.

The choice at the time was for him to cut his losses and move on to something else or figure out how to rise above it. He chose the latter and rebounded to even more success.

When you step on the field, you cannot concede a thing.
Whether it’s a football field or the arena of competition in the business world, you have to do your research, know your opponent and do what you have to do to win.

The Lord is First, my friends are second and I am Third.
A phrase Sayers learned from his college track. Really embodies what playing it forward is all about. You can’t just take; you have to give back as well. You give back without thinking “What’s in it for me?”  Even before Sayers had the success and money to be involved in the type of philanthropy and fund-raising that he currently does, he was always supporting a number of causes both big and small that were within his means.

A life story that is full of examples of what embracing the entrepreneurial spirit is all about. Gale Sayers has led by example, led by doing and in later years has surrounded himself with a staff that embodies the characteristics that made him great in the first place.

Check it out. Ol’ Gar gives it 10 stars!


Nearly three decades living and working all over the world as a radio and television broadcast journalist in the United States Air Force, Staff Writer, Gary Picariello is now retired from the military and is focused on his writing career.

Business Finance

How to survive a recession in the modern economy

(OPINION EDITORIAL) Advice about surviving a recession is common these days, but its intended audience can leave a large gap in application.



recession squeeze

There’s no question of whether or not we’re in a recession right now, and while some may debate the severity of this recession in comparison to the last major one, there are undoubtedly some parallels–something Next Avenue’s Elizabeth White highlights in her advice on planning for the next few months (or years).

Among White’s musings are actionable strategies that involve forecasting for future layoffs, anticipating age discrimination, and swallowing one’s ego in regards to labor worth and government benefits like unemployment.

White isn’t wrong. It’s exceptionally important to plan for the future as much as possible–even when that plan undergoes major paradigm shifts a few times a week, at best–and if you can reduce your spending at all, that’s a pretty major part of your planning that doesn’t necessarily have to be subjected to those weekly changes.

However, White also approaches the issue of a recession from an angle that assumes a few things about the audience–that they’re middle-aged, relatively established in their occupation, and about to be unemployed for years at a time. These are, of course, completely reasonable assumptions to make…but they don’t apply to a pretty large subset of the current workforce.

We’d like to look at a different angle, one from which everything is a gig, unemployment benefits aren’t guaranteed, and long-term savings are a laughable concept at best.

White’s advice vis-a-vis spending is spot-on–cancelling literally everything you can to avoid recurring charges, pausing all non-essential memberships (yes, that includes Netflix), and downgrading your phone plan–it’s something that transcends generational boundaries.

In fact, it’s even more important for this generation than White’s because of how frail our savings accounts really are. This means that some of White’s advice–i.e., plan for being unemployed for years–isn’t really feasible for a lot of us.

It means that taking literally any job, benefit, handout, or circumstantial support that we can find is mandatory, regardless of setbacks. It means that White’s point of “getting off the throne” isn’t extreme enough–the throne needs to be abolished entirely, and survival mode needs to be implemented immediately.

We’re not a generation that’s flying all over the place for work, investing in real estate because it’s there, and taking an appropriate amount of paid time off because we can; we’re a generation of scrappy, gig economy-based, paycheck-to-paycheck-living, student debt-encumbered individuals who were, are, and will continue to be woefully unprepared for the parameters of a post-COVID world.

If you’re preparing to be unemployed, you’re recently unemployed, or you even think you might undergo unemployment at some point in your life, start scrapping your expenses and adopt as many healthy habits as possible. Anything goes.

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Opinion Editorials

How strong leaders use times of crises to improve their company’s future

(EDITORIAL) We’re months into the COVID-19 crisis, and some leaders are still fumbling through it, while others are quietly safeguarding their company’s future.



strong leaders

Anthony J. Algmin is the Founder and CEO of Algmin Data Leadership, a company helping business and technology leaders transform their future with data, and author of a new book on data leadership. We asked for his insights on how a strong leader can see their teams, their companies, their people through this global pandemic (and other crises in the future). The following are his own words:

Managers sometimes forget that the people we lead have lives outside of the office. This is true always, but is amplified when a crisis like COVID-19 occurs. We need to remember that our job is to serve our teams, to help them be as aligned and productive as possible in the short and long terms.

Crises are exactly when we need to think about what they might be going through, and realize that the partnership we have with our employees is more than a transaction. If we’ve ever asked our people to make sacrifices, like working over a weekend without extra pay, we should be thinking first about how we can support them through the tough times. When we do right by people when they really need it, they will run through walls again for our organizations when things return to normal.

Let them know it’s okay to breathe and talk about it. In a situation like COVID-19 where everything is disrupted and people are now adjusting to things like working from home, it is naturally going to be difficult and frustrating.

The best advice is to encourage people to turn off the TV and stop frequently checking the news websites. As fast as news is happening, it will not make a difference in what we can control ourselves. Right now most of us know what our day will look like, and nothing that comes out in the news is going to materially change it. If we avoid the noisy inputs, we’ll be much better able to focus and get our brains to stop spinning on things we can’t control.

And this may be the only time I would advocate for more meetings. If you don’t have at least a daily standup with your team, you should. And encourage everyone to have a video-enabled setup if at all possible. We may not be able to be in the same room, but the sense of engagement with video is much greater than audio-only calls.

We also risk spiraling if we think too much about how our companies are struggling, or if our teams cannot achieve what our organizations need to be successful. It’s like the difference in sports between practice and the big game. Normal times are when we game plan, we strategize, and work on our fundamentals. Crises are the time to focus and leave it all on the field.

That said, do not fail to observe and note what works well and where you struggle. If you had problems with data quality or inefficient processes before the crisis, you are not fixing them now. Pull out the duct tape and find a way through it. But later, when the crisis subsides, learn from the experience and get better for next time.

Find a hobby. Anything you can do to clear your head and separate work from the other considerations in your life. We may feel like the weight of the world is on our shoulders, and without a pressure release we will not be able to sustain this level of stress and remain as productive as our teams, businesses, and families need us.

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Opinion Editorials

Declutter your quarantine workspace (and brain)

(EDITORIAL) Can’t focus? Decluttering your workspace can help you increase productivity, save money, and reduce stress.




It’s safe to say that we’ve all been spending a lot more time in our homes these last few months. This leads us to fixate on the things we didn’t have time for before – like a loose doorknob or an un-alphabetized bookshelf.

The same goes for our workspaces. Many of us have had to designate a spot at home to use for work purposes. For those of you who still need to remain on-site, you’ve likely been too busy to focus on your surroundings.

Cleaning and organizing your workspace every so often is important, regardless of the state of the world, and with so much out of our control right now, this is one of the few things we can control.

Whether you’re working from a home office or an on-site office, take some time for quarantine decluttering. According to The Washington Post, decluttering can increase your productivity, lower stress, and save money (I don’t know about you, but just reading those three things makes me feel better already).

Clutter can cause us to feel overwhelmed and make us feel a bit frazzled. Having an office space filled with piles of paper containing irrelevant memos from five years ago or 50 different types of pens, has got to go – recycle that mess and reduce your stress. The same goes with clearing files from your computer; everything will run faster.

Speaking of running faster, decluttering and creating a cleaner workspace will also help you be more efficient and productive. Build this habit by starting small: try tidying up a bit at the end of every workday, setting yourself up for a ready-to-roll morning.

Cleaning also helps you take stock of stuff that you have so that you don’t end up buying more of it. Create a designated spot for your tools and supplies so that they’re more visible – this way, you’ll always know what you have and what needs to be replenished. This will help you stop buying more of the same product that you already have and save you money.

So, if you’ve been looking to improve your focus and clearing a little bit of that ‘quarantine brain’, start by getting your workspace in order. You’ll be amazed at how good it feels to declutter and be “out with the old”; you may even be inspired to do the same for your whole house. Regardless, doing this consistently will create a positive shift in your life, increasing productivity, reducing stress, and saving you money.

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