Problem: Article: Describe your company's ownership in clear terms. You should distinguish if it is a public, private, or non-profit organization. Furthermore, if there are multiple owners or investors, you may need to indicate how authority, liability, and stock are distributed. For example, ownership might be divided in a partnership agreement or to holders of stock in the company. If your business has a board, you should clearly identify its members. Write a brief summary of their leadership capabilities, past experiences, strengths, and weaknesses. Small private business will probably not have a board of directors. You do not need to include this section if you do not have a board. Include a copy of board policies, including election policies, term length, responsibility, authority, and conflict resolution. This information should already be stated in your operating agreement or other founding documents. Present each member's qualifications and experience. In addition to your owners and board members, this may include investors, executives, managers, important employees and staff, and entrepreneurs. Layout the background of these members, along with their characteristics and how each will contribute to the success of the business. Describe how these qualities are valuable to the positions that each manager holds. Include attributes such as motivational skills, financial talents, and business proficiency. List past positions and duties of each member that apply to their current management obligations. Explain how these obligations highlight applicable skills and strengthen the management positions. Highlight all relevant educational backgrounds for each of the managers. Explain how their training will benefit the company. Only include the education that is relevant to the positions that they currently hold. If you are the only employee in your business, be sure to include your own experience and strengths. Explain the basis on which new employees will be hired. Mention what kind of qualifications and experience is needed for each role.This is especially important if you have not hired any managers yet. Include the training process and any incentive or reward programs you have implemented. A description of the company's benefits program can also be added. These are the people that you may contact for marketing, personnel advice, and financial knowledge. For example, your business might hire: Lawyers. Accountants. Insurance brokers. Consultants. Write a short summary of why this is a successful team. At the end of the management plan, you should specifically state why this team will ensure success for the business. Clearly identify how this combination of managers within this particular business model will help your business in the coming years. This should tie up all the various points of your plan. For example, "Our team, with its diverse array of skills, have a combined forty years of experience in this field. With our coordinated democratic structure, they can work together effectively to produce results. With this team, we are confident that our business will become profitable in two years." A key aspect of your management operations will be interactions between management levels and between management/owners and employees. Make clear the authorities, responsibilities, and roles of each level for each aspect of operations. Include processes for shared decision-making and collaboration, along with any required meetings or lines of communication. Work with each level to make sure everyone is on the same page when it comes to resolving disputes and sharing power.
Summary: Note what type of ownership policies are in place. Name your board members. Introduce the key management members. Present the strengths of each individual in the management team. Describe the hiring process. Name any outside consultants or advisors you will be hiring. Summarize your management team's abilities. Describe relationships between management, ownership, and employees.

INPUT ARTICLE: Article: A good mentor will help you learn to do things, but not do them for you. A mentor leads by example. For example, an academic mentor may offer efficiency tricks, advice, and examples to show you smart alternatives for success, but not help you copy edit your history essay in the waning moments before it is due. This is the difference between a tutor and a mentor. A good mentor will: Assess your strengths and weaknesses Help you understand the structure and organization of the topic Introduce new perspectives and correct any wrong thinking Boost your ability to make decisions Familiarize you with the tricks of the trade Introduce you to important resources and useful references This type of mentoring usually consists of face-to-face sessions with someone who excels in the subject matter you are studying has the time to offer you a mentorship, and an interest in your academic achievement. Consider: Professors, instructors, and other faculty Older or more experienced students Siblings or other family members Think about mentors who excel at the sport you're interested in developing. While athletic ability is an important part of a sporting mentor, also consider the human side of the relationship when considering an athletic mentor. A good soccer mentor will be a good sport, an intelligent athlete, and an all-around person as well as being a phenomenal soccer player. Consider: Coaches and assistants Experienced players on your team or other teams Professional athletes or retired athletes Trainers Business and other professional mentors are usually successful workers in the field you hope to crack into, who will be able to offer you some tricks of the trade. This could be anything from stock trading to blues guitar. Think about who does what you want to do better than you do it. Consider: Colleagues and business acquaintances An old boss, though not a current supervisor Workers with a great reputation Develop a relationship with someone you admire personally, not because of what they do, but who they are and how they do it. Think of people who you'd like to be like, for no particular reason. A personal mentor might be: A neighbor Your favorite bartender or barista Your personal style icon Someone you go to church with Your record store guy or girl A member of a social club you're a part of A mentor might be a neighbor or a classmate you admire, but it might also be someone you've never met. Rainer Maria Rilke's famous book Letters to a Young Poet chronicles the correspondence between the famous poet (Rilke) and a young student writer who sent him some poems and asked for advice. Consider: Successful people you may have read about and felt some connection to People with a considerable and approachable Internet presence Anyone who fits any of the criteria for a mentor, but you don't know personally yet

SUMMARY: Understand the role of a mentor. Consider an academic mentor. Consider sports and recreational mentoring. Consider a business mentor. Consider a personal mentor. Think about different ways to communicate.

In one sentence, describe what the following article is about: When you communicate with your horse, it is important to remain calm. If you don't come in knowing what you want to do, you will likely fall back on feelings and instincts. This will make you more likely to panic or overreact to a horse's actions, rather than remaining calm and in control. When you come near a horse, you want to make sure he is willing to talk to you. If the horse wants to talk to you, he will turn his head or front toward your, lick his lips, and soften his eyes. Once you get this signal, you can approach the horse slowly and start communicating further. Your horse may do the opposite, turning his head away from you, walking away, or even ignoring you. If the horse isn't interested in letting you in, he won't be responsive to what you say. Horses have monocular vision, meaning they can't see directly in front of their noses. Make sure you walk toward a horse from the side so he can see you clearly. Never approach a horse from behind. Horses can't see in that direction, and you are at risk of getting kicked if they get spooked. Make sure your horse recognizes that you are the leader of his herd. If he doesn't recognize you that way, he won't listen to what you are saying. If your horse doesn't seem to be showing proper respect, make him move his feet. Pushing on his shoulder or hip should do well on most occasions. If you need a little more power, you can poke him with the handle end of a crop. Just make sure you stand in the same place when you do this, and don't shuffle your feet. A horse that doesn't respect you will rub his head on you, nip to get your attention, or walk in front of you when you are trying to lead him. These are not behaviors he would show to a dominant leader of his herd. Horses are prey animals, meaning that in the wild they are hunted by others, and your horse considers you a predator. This means he will consider any outsider to be a threat, including you. Learn to approach the horses calmly so they regard you as someone walking through the herd rather than a potential predator.
Summary:
Plan what you are going to say. Watch for an inviting body position. Approach the horse from the front side. Become the leader. Approach the horse calmly.