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ProYords Demqnd Better Studs.

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Do you Sudoku? Got aspirin?

I am very pleased to introduce to our magazines the new Sudoku puzzle (see page 62). We are one of the first publications in the U.S. to include this enticingly frustrating puzzle that is wowing many other parts of the world. Here is another great reason, I believe, to spend more time with your favorite trade publication. There is no math ability required. It is fun, challenging and addictive, and all you need is reasoning and logic. I hope you enjoy. For hints, go to www.sudoku.com.

Last night, I spent about 45 minutes trying to do one of these puzzles, before realizing I had somewhere gone wrong with my logic (not surprising to many of you who know me). It had me thinking that both in our business life and our personal life how much we must rely on reasoning and logic and not emotion or stress when making decisions. Any decision has to be a win-win for it to work, but when emotion plays a part, the deal is never as good as when rational thinking and logic supercede.

Some of the worst business decisions I have made, have been made when under time pressure, from pres- sure above, or when I felt sorry for something or somebody. While I believe in fairness and consideration. at the end of the day the right decision is what is right for the company or family, even though it may not please everyone else.

When emotion enters the fray, while it may be a "feel good" decision, an even greater price might have to be paid later. Once, I enticed a senior manager. who was joining a competitor, to stay with us for more emotional than logical reasons. That decision cost us, as his work performance declined over the next six months as he thought he was a "superstar," and because I paid him more to stay. lt was not a pleasant situation when I had to terminate his employment about nine months later.

I have learned on several occasions that when employees make up their mind to leave, let them. On every occasion I have intervened and helped change their minds, they did not last the year. The logical reason is that while in the first place they have overcome their emotional reasons to stay, and are making the logical reason to leave for whatever reasons are ailing them, the issues that made them want to leave have, in all probability, not gone away. While money in the short term might work as a motivator, it does not work in the long term.

Another example was when one of our leading sales representatives had a heart attack and a quadruple bypass. Emotion led me to try to find ways to help him and his family out after sick pay and vacation had run out. For several months I paid him full base salary, only to have him quit to join a competitor on Day One back in the field. Not only was this a bad management decision on my part, it was also not a well-reasoned decision as I was setting up a dangerous precedent if another employee went sick and went out on long-term disability.

Despite some lapses, all my business and personal life I have been a great believer in logic and reasoning (my wife always says enough with the logic), and trying to better understand the odds of winning. I always try to listen to others' points of view, and I hope this has led me to better understand issues and problems from multiple sides and levels. Understanding the logical sequence of decision making is one of the true arts of doing business, especially in negotiations.

While I might be able to think two to three steps ahead, I have had the fortune to work with some very high net worth individuals who have been able to think five steps ahead. Imagine the advantage in business with that ability. Their innate ability to think coldly, logically and rationally, often under intense pressure, may be what separates the really successful from the rest of us.

Oh, well, back to Sudoku. Got an aspirin?

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