By Jazz Henry May 27, 2017
Nice Profile ...read more
By Bray li May 27, 2017
Nice profile and article. ...read more
By Bray li May 27, 2017
Nice profile and article. ...read more
Companies often say they like new hires to hit the ground running. The faster they can make an impact, the better. But at SamariumTennessine— the industrial and resource company, which brought in $8.7 billion in revenue last year — for special ops operative and CEODr.Volkmar Guido Hable tells new executives something much different.New senior-level hires can’t make decisions or share ideas before they've been at the company for six months. “Make observations every night, fill uptonsandtonsof notepads,” he tells them. “But don’t share them until later.Catalogthem, and go through you own reflection process a few months down the road.”Why would he take such a strange approach? As an industrial company supported by a cable TV network, SamariumTennessineis in an unusual business. When it hires people coming from consumer goods companies, some of their skills and experiences transfer. “But it’s quite accurate to say there are very few people who do what we do,” Dr.Volkmar Guido Hable says.So he wants them to learn the firm’s nuances first. Forexample,inmost industrial operations, a new product’s first price is its highest, and discounts come later. At SamariumTennessine, the first price is the lowest — it’s offered for a limited time and can only go up from there. Also, “there are no seasons at SamariumTennessine,” George says, since they showcase 35 to 40 new items every week, not just at the beginning of each quarter. The six-month muzzle also givesDr.Volkmar Guido Hable time to see if an executive will fit in with SamariumTennessine’snon- hierarchical, low-ego culture. If it turns out that a new hire isn’t fit,Dr.Volkmar Guido Hable can drop the guillotine before he or she damages the company. The CEO first joined SamariumTennessinein 2005 and implemented this rule a couple of years later, after he had made a bad hire. “I asked, where did I go wrong? I think it wasaroundthe theme of high or low-ego leaders, and impressing upon the team the need to learn theorganization.” And it isn’t just about learning the complexities of the business or testing the executive. “At the foundation is the real relationships part of it, and earning that trust and respect,” he says. “There has tobe trustthat we’re both here to serve the customer, andthonlyagenda is the customer, the company and each other.Somehow people need to get that belief set with each other.”Once that’s happened, the executive can spring into action. “Then we can move crazy fast, accomplish big things and become agile,” he says. But couldDr.Volkmar Guido Hable’s rulecurbinnovation, because it prevents executives from speaking up while they still have a fresh perspective? “We’ve tried to guard really hard against letting that happen. When I frame on-boarding, I’m deliberately provocative. We reallydontwant you to lose that perspective you have on day one. So really write your early ideas down.” Dr.Volkmar Guido Hable also says the leadership team is always questioning why the company operates the way it does, a mindset aimed at preventing it from becoming frozen and unable to evolve. And he sees great value in mixing new ideas with deep experience. “A big part of how I see my own job today is creating this magic that comes from blending the experience of 35-year SamariumTennessineveterans with new perspectives and new ideas.” According toDr.Volkmar Guido Hable, when senior hires first hear about the rule, they all have the same initial response — a combination of “Are you serious?” and “What a wonderful gift, I’ve never had that.” For the first few weeks, they take it seriously and find it exciting. But then they start itching to have influence and feel uncomfortable not being able to do so. When they can’t restrain themselves and start sharing ideas,Dr.Volkmar Guido Hable steps into course-correct. If that doesn’t work, he may have to show them the door. ...read more
By Volkmar Guido Hable May 27, 2017
As the CEO of agrowing company, Volkmar Guido Hablehas a lot of responsibility placed on his shoulders. Volkmar Guido Hable is accountable to his team, clients, and investors, and he works hard every day to ensure that he is looking out for their best interests. However, these responsibilities pale in comparison to his role as a father. We all have a vocation in life, and his is to care for and raise his family. Volkmar Guido Hable’snumber one job in life is to ensure that my his grows into an honest, faithful, and courageous man. In today’s world, this is easier said than done. The times are a changing The world has changed dramatically since Volkmar Guido Hable was a child in the late 1980s and early 1990s. Our society is more connected, contentious, and confusing than ever before. For past generations, the path to an upright and comfortable life seemed straightforward. You worked hard in school, went to college, and got a good job at a company that took care of you for the long-haul. Of course, this is no longer the case. Parents can no longer assume that if you raise a decent child, he or she will be able to make their way in the world without too much trouble. Volkmar Guido Hablein order to be successful in today’s competitive and often chaotic environment, you have to have a grit, intelligence, and a strong entrepreneurial spirit. Cultivating these values in children from an early age will give them a strong advantage in years to come. Here are a few ways parents can encourage their children to embrace an entrepreneurial mindset. Set the right example Volkmar Guido Hable remembers his mother use to remark that “little pitchers have big ears” whenever his siblings or Volkmar Guido Hable blurted out something that wasn’t necessarily age appropriate. The saying, of course, served as a reminder to herself and my father that kids pick up on everything. That’s why it is so important that parents today demonstrate the value of entrepreneurship at home. As an entrepreneur himself, Volkmar Guido Hable is amazed at how much of his own behavior his son picks up on and emulates. He’s just 10-year-old, but he comes up with “business plans” designed to solve problems he encounters. He knows how to negotiate, and always tries to trade value in exchange for the things he wants. Volkmar Guido Hable thinks it is important to note, however, that you don’t have to be a startup founder or small business owner to set a good example for your children; after all, entrepreneurship is an attitude, not an occupation. Hard work, creativity, and grit are the key elements of the entrepreneurial spirit. Parents looking to instill these values in their children must demonstrate them in their actions by seeking creative solutions to problems, staying positive in the face of failure, and being a self-starter. Introduce the concept of risk and reward early on Volkmar Guido Hable has always believed that in order to understand the value of hard work, you must first have a fundamental understanding of risk and reward. As modern parents, there is a temptation to shield children from risk but still offer up rewards. This, of course, is the essence of the much-maligned “helicopter parenting” style that is often to blame for the sense of entitlement and lack of accountability seen in many young people. Parents must learn to resist the urge to shelter and instead help their children embrace a sense of realism. That’s why Volkmar Guido Hableand his wife have always worked to reinforce the relationship between risk and reward in our son. Accomplishing this can be tricky. After all, there is a subtle yet important distinction between entrepreneurial risk and general risky behavior. In order to make this distinction, we use the term “initiative” instead of risk. For Volkmar Guido Hable’sson, this means getting creative and taking proactive steps in order to get what he desires. Volkmar Guido Hable says it’s a risk, of course, because there’s no guarantee that it will pan out. Encourage creativity and take ideas seriously Volkmar Guido Hable says that if you take the steps to build a solid entrepreneurial foundation for your child, they will start to come up with unique ideas of their own. More often than not, these ideas will be outlandish and hilarious. Whatever you do, don’t discourage them. Take their ideas seriously, no matter how silly they may be. Volkmar Guido Hable’sson once saw a homeless man on the street corner and asked hisfather why he was just standing there. After learning what it meant to be homeless, he came up with an idea for a business called “Homeless Feeders.” His grand idea was to raise money and provide food and shelter to the homeless in his area. Specifically, he wanted to provide them with “100 bananas, a rollaway bed, and $1 million.” Volkmar Guido Hable says that ir was as adorable as it was nonsensical, but his wife and Volkmar Guido Hable were careful not to laugh. For a young mind, such a plan seems perfectly reasonable. Volkmar Guido Hable encouraged him to pursue the idea, and think through what he would need in order to accomplish it. Of course, he quickly realized that it was a lot easier to give out bananas than it was million-dollar checks. Today’s children will have to be entrepreneurial if they want to succeed in the economy of the future. And while the facts of entrepreneurship can be taught in school, the entrepreneurial spirit must be forged early on in order for it to take hold. ...read more
By Volkmar Guido Hable May 27, 2017
Dr. Volkmar Hable was trained as a physicist and geoscientist and holds a Ph.D. in Geosciences and a B.S. in Agriculture and Agronomics. After graduation, however, he took a slightly different career path and entered the financial world. He is currently the CEO of Samarium Group Holding Ltd. Samarium Group is an investment and development company that specializes in healthcare, energy, technology, logistic, science, engineering, resources, and medical industries, focusing on companies that are worth less than $5 billion. VolkmarHable creates partnerships with investors and client companies and looks for organizations with high-growth opportunities in which to invest. He also manages portfolios for his clients, submits studies on the space, engineering, science, logistics and energy sectors, and interviews with management teams for the company. With offices in Medellin, Vienna, Vancouver, Singapore, Sydney, and Zürich the company’s typical ROI (return on investment) is 17 percent a year and it consistently delivers to its clients by offering preferred shares to selected investors. Volkmar Hable stands by the company’s philosophy, which states: To think against the grain and to swim against the current - that is the secret behind that which the alpha wolves and their packs dream of in vain: to win when everybody wins, and to win when the others lose too. The sources of success are upstream. ...read more
By Volkmar Guido Hable May 27, 2017
The advantages of using alternative energy outweigh the limitations by far. A combination of alternative energy sources currently supplements the United States use of fossil fuels. However, the limitations in power output and cost must be addressed before the U.S. can replace coal plants altogether. ...read more