Senin, 11 Juni 2012

Austerity, Done Right, Part 1

We have to admit that we're pretty amused by the latest economic dispute to break out in the world of social media involving a Nobel-prize winning economist, Paul Krugman, and the President of Estonia, Toomas Hendrik Ilves. The Los Angeles Times reports:

Twitter went atwitter Wednesday over a somewhat surprising spat: The President of Estonia apparently slamming New York Times columnist Paul Krugman as "smug, overbearing & patronizing."

Estonia enjoys a budget surplus after enduring harsh austerity measures, which have been deeply unpopular across the Eurozone. Wednesday, Krugman argued in a short blog that Estonia, "the poster child for austerity defenders," had only achieved an incomplete recovery.

"Better than no recovery at all, obviously -- but this is what passes for economic triumph?" he concluded.

In response, the Twitter account used by Estonian President Toomas Hendrik Ilves snapped that Krugman was indulging in "smug & snide gloating" at Estonians' expense. One tweet dropped a profane word to sarcastically say Eastern Europeans could be insulted because "their English is bad, won't respond & actually do what they've agreed to & reelect govts that are responsible."

So what of Estonia's austerity? Has it really put the nation on a fiscally-sustainable path? Are Estonians economically benefitting from the steps their government has taken in recent years?

To answer that question, we'll employ the same kind of analysis that we've already applied to the economic situations of Greece, Spain and the United States. Our chart below taps the data on Estonia's governments spending and tax collections per capita from 2000 through 2011 from Eurostat, presenting them against the country's GDP per capita, as recorded in the IMF's April 2012 World Economic Outlook (as presented by the wonderful data site Knoema) for each of those years:

Estonia Government Spending and Tax Revenue per Capita vs GDP per Capita, 2000-2011, Part 1

Note: All values in the chart above and discussed below are given in terms of nominal (non-inflation-adjusted) U.S. dollars, rather than inflation-adjusted or Purchasing Power Parity-adjusted terms, because these nominal values corresponds to the amounts of GDP, tax collections or government spending per capita that people, including government officials, actually see in real time.

Looking at the chart, we find that as a percentage of GDP, Estonia's total tax collections were remarkably stable for the years from 2000 through 2008, as the government successfully collected approximately 36.1% of the nation's GDP, less some $66.63 per capita in each year. During that time, we also observe that Estonia regularly maintained either a nearly balanced budget or a budgetary surplus.

In 2008 however, the nation fell into recession, with government spending rising sharply and swinging the government's budget from surplus to deficit, even as its tax collections remained on the same trajectory it had been with respect to the nation's GDP per capita since at least the year 2000, the arbitrary starting point for our analysis.

Unlike the three other governments that we've previously considered however, Estonia's government acted to keep itself on a fiscally-viable path. In 2009, as the nation fell deeper into recession, the government cut its spending by 7.8% from the previous year.

Meanwhile, Estonia kept its income tax rates stable, but hiked its Value-Added Tax rate from 18 to 20% in July 2009.

As a result of the nation's higher Value-Added Tax rate, Estonia's tax collections per capita in 2009 were over 19% higher than would have been collected given the same level of GDP per capita for the tax rates that applied for the years from 2000 through 2008. Estonia's total tax collections fell from the previous year by just 4.8%, which is especially remarkable considering that the nation's GDP per capita fell by almost 20% during that year.

Such a large tax increase had negative effects however as the nation's economy continued to decline, with total tax collections falling 6.7% in 2010, falling much faster than the 1.4% rate at which the nation's GDP per capita declined, as the higher taxes consumed a greater share of the falling incomes of Estonians. That decrease in tax collections occurred even though the government increased its excise taxes on alcohol and tobacco products in 2010.

More significantly however, the Estonian government reduced its spending by 11.5% in that year, which put the nation much closer to being on a fiscally sound footing as the nation's downward economic trajectory began to reverse.

With the nation's economy now recovering, both the government's spending and tax collections have been rising, with spending in 2011 up by 10.4% and tax collections up by 12.4% as the Estonian government returned to running an annual budget surplus. Meanwhile, the Estonian economy grew by an astounding 17.3%.

So how was Estonia able to turn its fiscal and economic situation around so effectively?

We'll take on that question in our next post in this series!

Previously on Political Calculations

Sabtu, 09 Juni 2012

How Iron Sharpens Iron



A true friend reminds you of your righteousness instead of your wretchedness. Iron sharpens iron. Truth. But how does this happen? I would suggest that it doesn't happen through criticism...primarily because most people don't know how to offer it.

"Mark, but...but..."

Hear me out for a moment. There is ALWAYS a way to say anything. Look up what the Proverbs say about a "word fitly spoken" and share your thoughts with me. Also, remember that it takes eleven sincere compliments to undo the damage of one criticism.

Therefore, let me share THREE ways to offer feedback that will more likely be received and EDIFY the hearer:

(1) Offer "feedback" instead of "constructive criticism" in every case. Just hearing the word "criticism" will make people grow tense. Instead say "May I offer you some feedback?" It's always feedback because feedback doesn't automatically lend a negative connotation to the situation.

(2) Never offer feedback without their permission. If they say "No" it is really okay. The world won't end. Maybe they don't want to hear what you have to say right now. They will live and so will you. Often your feedback hasn't been received well in the past because YOU needed to say it more than they needed to hear it. Get past yourself. If they don't give you permission to continue, don't. Simple as that.

(3) Sandwiches. This is an old technique that still works. Sandwich the feedback between sincere compliments. This is easy. Start with something positive they've accomplished, insert a way they can improve and close with a reinforcement of their value to you and their accomplishments. This reinforces that you're coming from a place of RELATIONSHIP with them and that you're not seeking to sever the relationship by way of your words.

People tend to gravitate towards their praise and grow more by way of positive expectations and reinforcements than from criticisms. It reminds of me a quote I heard from a Philadelphia sports fan who was overhead booing Hall of Famer Mike Schmidt. When asked why, he said "I'm trying to make him better!" How ridiculous to think a Hall of Fame Ballplayer was moved by his boos! I'll bet you a dollar the "great cloud of witnesses" is cheering you on... not waiting for you to stumble so they can point out your flaws.

To your success!








Mark Anthony McCray helps people live on PURPOSE, achieve higher PERFORMANCE and experience true PROSPERITY. Be sure to subscribe to this blog so you don't miss a thing and forward this to a friend if you found it helpful. All material © Copyright, Mark Anthony McCray unless otherwise noted!

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You Only Get One Today. Use Wisely.



How well are you using your time so far today? Are you focused on your MOST IMPORTANT tasks instead of just the urgent ones? Here's how you decide what requires your utmost diligence:

URGENT = Make sure it's urgent for you instead of a case of someone else's urgency trying to make its way into your life. Urgency is often emotional. Manage your emotions and slow down. Even the things that feel the most urgent could sometimes benefit from taking the time to step back a moment.

IMPORTANT = You KNOW you need to do it, achieve it, prioritize it. These are the next things to do. Prioritize them and make sure all are handled in order of priority, not preference. This is real diligence. Doing what you must do instead of only doing what you want to do.

URGENT + IMPORTANT = Give these items your TOP focus at the start of the day. Then shift to the important. Some things just have to be done when they have to be done. No mulling it over. Take care of business!!!


I'm not saying you have to be driven to perform every moment of each day.  Rest is an important part of managing your time well.  I just want remind you that you only get this moment once.  Cherish it, value it and use it well.

To your prosperity!


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Jumat, 08 Juni 2012

How Badly Do You Want It?


...so you have to decide how badly you want it. Do you want "it" enough to change? Your words SAY you've received a vision - direction from God - but when are you going to totally sell out to bringing it into manifestation.

(You believe that ultimately the "answer of the tongue belongs to the Lord" but you also know you haven't done all YOU can do!)

...so how badly do you want God's best for your life? For your family? Do you want it enough to fast? To pray? To push away that plate? To make an extra phone call? To wake up earlier in the morning or go to bed earlier at night? To invest in your education or at least buy (and read) that book? To knock on a few doors? To step out of your fears and walk in faith? To get your emotions under control and stop letting them drive you?

If there isn't something on that list or on your own that you're willing to do differently, you're still just talking. You don't want "it" badly enough yet.  Join me on Facebook and subscribe to this blog a part of your action!  Let's progress together!






Intercultural Training; The Options for a BE Trainer

Of course any issue covered by Chia Soun Chong gains immediate attention and debate.  And of course it is great to see some of my mentors like Marjorie Rosenberg and Ed Pegg add their thoughts.  So, I figured it might be time for me to reflect a bit on my approach to intercultural communication and how it applies to my business English training.

I have identified several options for the BE trainer to train the effect of cultural interference on their communication.

Option 0 - Ignore it.

Option 1 - Train 'above the surface' aspects for various cultures (etiquette, dos and don'ts).

Option 2 - Train values, norms, and beliefs for selected countries pertaining to class or likely interactions (often BRIC and US/UK).

Option 3 - Train learners about their own culture (whole iceberg) to raise awareness of differences and perceptions.

Option 4 - Train overarching concepts of inter-cultural communication (e.g high/low context, ethnocentrism, non-verbal message codes, uncertainty avoidance).

Option 5 - Train learners to recognize when culture has affected communication and how to resolve it.  This is often in the form of 'critical incident' training.

In discussion with Carl Dowse, he offered another option, giving learners a skill set (such as that provided in Bob Dignan's book Communicating Internationally in English) for the learners to handle a range of cultures and personalities.

Each of these options has advantages and disadvantages and the choice should depend on the training situation.  For this reason, the trainer should know when to apply various resources in training.  Course books handle this in various ways.  For example, Market Leader has tended to go for option 1, whereas Intelligent Business has gone with a mix of option 3 and 4 with an introduction to inter-cultural communication concepts and a rating scale for the learner to assess their own culture.  Either could be appropriate depending on the learners.

For this reason, we need some kind of assessment criteria for how to introduce this into our training.  I offer several criteria...

Needs - what do they want?
Time - how much time do we have and are we sacraficing language work?
Trainer and learner expertise/experience
ROI - how much will the training impact their communication effectiveness?
Behavior change - how much will the learners change/have to change to meet the goal?
Relavence - how likely are they to experience these concepts?
General to specific - where do we balance dealing with culture and handling personality types?

On this last point, we need to assess which cultures we are talking about here.  Ed Pegg and I were on the verge of a book deal on this one in Glasgow.  Hopefully, he can remember what we talked about.  Are they purely national?  Probably not.  Instead, they most likely include a whole range of cultural influences.


At the end of day, we can look at the materials we have and determine which option is best.  In my case, I most often find that option 3, teaching them their own culture from an outsider point of view, is most effective.  I train monoligual and often monocultural classes.  For them, the greatest benefit comes from seeing that what is normal and understood amongst themselves is often a far cry from what outsiders see, hear, and believe.

To give you an idea of the training, I have included the template presentation I give to my German learners.  Not all slides are used in training and this presentation does not include the discussion or activities which emerge from it.  These slides are generally introduced with the scenario: "This is training for employees in the US.  Your job is to review the presentation and determine if it is accurate and helpful for them."

So with all these options, it really is up to the trainer and learner to decide on what the right course of action is.  Simply training culture merely because it is in the material is not the best plan.  Additionally, not considering it at all is certainly not appropriate.  As business English trainers, our mandate is to improve the communication our clients.  If we stop at the present perfect continuous we are not realzing our value sold.


The Best Mousetrap Ever

Inventors spend their lives seeking to build the proverbial better mousetrap, but we're pretty sure that the best mousetrap ever was invented by James A. Williams of Fredonia, Texas and patented on 26 December 1882:

U.S. Patent #269766

Yes, it's real and it's glorious! Quoting from the abstract for U.S. Patent #269,766 (via Google's Patent Search):

My invention relates to an improvement in animal traps; and it consists in the combination of a suitable frame upon which a revolver or pistol is secured, a treadle which is secured to the front end of this frame, and a suitable spring and levers, by which the firearm is discharged when the animal steps upon the treadle, as will be more fully described hereinafter.

The object of my invention is to provide a means by which animals which burrow in the ground can be destroyed, and which trap will give an alarm each time that it goes off, so that it can be reset.

The accompanying drawing represents the side elevation of my invention complete.

But wait, that's not all! Inventor Williams identifies another use for his invention:

This invention may also be used in connection with a door or window, so as to kill any person or thing opening the door or window to which it is attached.

James A. Williams was clearly a man with whom no person or thing should ever trifle, be they a burrowing animal, or something else. We wonder what exactly the "thing" was that his invention was meant to kill if it ever opened his door or window in Fredonia, Texas....

Kamis, 07 Juni 2012

The Future Changes for the S&P 500

Things have changed for the future of U.S. stock prices! First, the data for the first several trading days in June indicates that investors have shifted their forward-looking focus from the fourth quarter of 2012 to the first quarter of 2013:

Accelerations of the S&P 500's Average Monthly Index Value and Trailing Year Dividends per Share, with Futures as of 6 June 2012

Next, let's look at how that shift in focus translates to the expected level of trailing year dividends per share through the first quarter of 2013:

Expected Future Trailing Year Dividends per Share for the S&P 500, as of 6 July 2012

The final note on our chart above is significant, because as of 6 June 2012, the level of noise in the stock market has significantly spiked upward, largely on the combined speculation that the European Central Bank will act to bail out Spain's failing banking institutions, and that the Federal Reserve in the U.S. will attempt to shore up the U.S. economy, which has fallen into something of a microrecession (side note: as expected) in the second quarter of 2012.

And today, China's central bank has announced a surprise interest rate cut, which stands to further boost the central bank intervention-driven noise event that succeeded in pushing stock prices up so dramatically on 6 June 2012, as the markets recorded their best day to date in 2012.

We should note that these events are not taking place in a vacuum - the actions described are being coordinated among the world's major central banks and financial institutions, largely because they perceive that the global economy is nearing the event horizon of a global depression. They are considering these steps and taking action now largely out of that fear.

What we will see then in the market are stock prices being elevated far above where their expected future dividends per share would place them, as the market enters into a phase where noise, rather than fundamentals, drives it.

Unfortunately, all noise events end - it's only ever a question of when.

There is good news though, at least in the U.S.. The latest dividend futures, which now includes data through the second quarter of 2013, indicates that after rebounding in the third and fourth quarters of 2012, then nearing recession again in the first quarter of 2013, the U.S. economy looks like it will perform more robustly in the spring of 2013 than it has in any of the past few years, which we can see in the future expected level of quarter dividends per share for the S&P 500:

S&P 500 Quarterly Dividends per Share, 2009Q1 through 2012Q1, with Futures through 2013Q2

While these expectations could considerably change with the impact of a global recession upon the fortunes of the balance sheets of the companies that make up the S&P 500, much as we saw these expectations change during the period from mid-2008 through early March 2009 in the U.S. as the nation fell deep into recession, at present, they suggest that not much action is needed on the part of the Fed to prop up the U.S. economy.

We may find out as early as today just how panicky Fed Chairman Ben Bernanke is.