Call Out Form

There are some good answers here. But mine is for future reference. Next time you get a loaner, do a walk around of the entire vehicle when you pick it up and when you drop it off. This saved me from being blamed for existing damage on a rental car a few days ago. It’s simple to just pull your camera or cell phone out. Covers your a—.I was blamed for damage on a loaner car once. The service advisor failed to have me sign the inspection form verifying everything was fine on the vehicle and that there was no damage. I told this to the service manager and never heard from them again.One time a few years ago, I rented a car and there was damage all on the lower front of the bumper. The associate promised that he noted it in the system. Almost a MONTH after I returned the vehicle, I got an e-mail from Sixt (never again!) that I needed to immediately fill out an accident report so that they could start assessing what I owed them. I replied saying that there was pre-existing damage, that the employee saw it and said he noted it, and that my friend and I would be willing to sign sworn affidavits attesting to such. I refused to fill out any forms. They never emailed or contacted me again.Next time, just record. Way easier.

I’d say that the first thing you need to do to is make sure that your team knows the cost that they as individuals and you as a company feel when data is input without care. If they don’t understand the real problem with bad data, they might not be invested in being part of the solution.This also means that you have to really understand what the cause of your ‘dirty data’ is. You have to undergo a thorough evaluation of where the problem is coming from and what steps you need to take to clean your data. Once you have a plan in place, you can generate buy-in by making clear your reps’ responsibility to keep their data clean, incentivizing clean data with rewards, or disincentivizing dirty data with punishment (Carrot or stick is your call!).Once you’ve identified the problem, got buy-in from your team, and are ready to implement a solution, here’s some advice you can follow.There is more detail in this article —> Dirty Data in your CRM? What's the real cost?, but this will give the highlights of how to have your team keep your data clean.One thing to note is that fraudulent data can be caused by humans and/or bots, so different causes will mean different solutions. If your team is creating fraudulent data to meet metrics, you have a bigger problem on your hands.Either way, as you work to detect fraud and dirty data, bots will get more intelligent and beat your systems until you outsmart them again, and the cycle continues. The human error that causes accidental dirty data will always be an issue, but there are several ways to drastically reduce the impact of dirty data on your business.1. Start With The Data You HaveUndergo an extensive scrub of your data. This will require an investment in time, headcount, and software, but getting your existing data as accurate as possible will help establish a quality baseline for the data that continues to stream in. Making clear the responsibility of your teams to keep the data clean from this point forward is key to long-term success.2. Implement A Data Quality ProgramIdentify the roles or programs you need to have in place in order to better find and filter fraudulent data; consistently scrub existing data; and house data safely. This part will likely require some help from your IT department, or from an outside consultant. Individuals on your team with these responsibilities have to understand their importance and be held accountable for egregiously bad data.3. Consider UX FixesRun through your customer-facing offers and forms to identify potential problem areas for accidental dirty data. Partner with UX experts to find ways to improve the customer experience and make it more difficult for users to commit errors.4. Make Data A PriorityUnless our titles have the term in them, most of us don’t think of our roles as data-oriented. But the truth is that anyone who works in sales is in a data-facing role. Get your whole team on board with the importance of making accurate data a fiscal and scheduling priority.Hope those thoughts give you some insight on how to get your team to recognize the importance of keeping data clean! Thanks to Karri Bishop for the original insights!

Be 18 years old or more.Have no felony convictions, misdemeanor domestic violence convictions or restraining orders. Dont be a drug addict, dont have been involuntarily committed to a psych hospital, dont have a dishonorable discharge from the Military, walk into a gun shop, pick out the one you want, fill out the Federal Background Check Form #4473, wait 15 min or so, hand over the cash, walk out

Leo Tolstoy's Anna Karenina Principle states, "Happy families are all alike, but every unhappy family is unhappy in its own way." He saw that unhappy families were each doomed by unique problems of their own making, while happy families were those who steered clear of such problems.The corporate world suffers from the reverse of the Anna Karenina Principle. Successful companies each seem to invent their own unique paths to success. But failing companies follow predictable death spirals that have been followed by many other companies preceding them.Often these "sinking ship" companies can seem to be doing just fine, especially to employees who don't have the experience to recognize the obvious signs. This is handy guide of what to look out for.If you work at a big company, look for:New opportunities are evaluated and shot down based on their impact to the old legacy businesses. (See The Innovator's Dilemma).Managers are paid for making quarterly and annual targets, so they avoid investments that pay off in the future since they detract from their bonus numbers. As the business declines, they simply negotiate lower bonus targets each year.You benchmark your performance against your direct, legacy competitors instead of the new disruptive entrants in your market. You think you are doing well vs. your competitors without being aware that you are competing in the equivalents of the Seniors Tour.Mediocre employees are not fired since their managers know they can't recruit better ones anyway.When asked "why do you like working here?" your employees talk about the dental plan.Your managers roll their eyes when you point out that how new technologies like Apple Watches, Twitter, and Amazon Web Services will impact your business. They call them "toys" and say, "our customers will never trust their businesses to those!"Your co-workers use Blackberries from 2009. They say, "I already know how to use it, and I don't need that distracting new stuff."You spend the first week of the quarter talking about long-term strategic planning. You then forget about it and spend the next twelve weeks scrambling to make the quarter.Instead of firing bad leaders, you create cross-functional committees to solve the problems those bad leaders created. When those problems persist, you disband the committees and bring in consultants to solve the problems the bad leaders (then the committees) created.All conversations about new grown end with reluctant middle management saying, "only if you give me more budget!" The budget never comes, and you all go back to what you were doing.You integrate acquired companies so quickly that you destroy their businesses and their best people leave.Or, instead of integrating the acquired companies, you keep them as independent business units and get no synergies. You integrate them in a hurry a year later during a cost-cutting exercise. The best people leave.Your CFO spends 5% of her time talking about innovation and revenue growth and 95% talking about cutting costs. She says, "that's my role here."The HR department thinks their job is administration, compliance, and keeping employees from suing, not ensuring the company wins in the market by having the best team.To pay $9.99 for an Evernote subscription, you need to wait a year for the "Information Technology Steering Committee" to approve Evernote as a vendor.You have a Chief Strategy Officer. People say, "I don't know what he does all day." He disappears and is not replaced.You don't target the best companies and try to hire their best people. Instead, you put three-page job descriptions on your website and wait for candidates to find them, fill out a form, and apply.People argue over offices. They all use the same excuse: "I'm on the phone a lot."You launch "innovation projects." When it looks like you'll miss earnings by a penny a share a few quarters later, those projects are cut. After those risky but innovative projects are cancelled, the people working on them are laid off, getting richly punished for their risk taking. No one ever signs up for an "innovation project" again."Succession planning" has become a euphemism for, "when the boss quits, just promote someone on her team so we don't need to pay for a search."You have five CEOs in five years. The board then announces the company is getting broken up and sold. They act like that was the plan all along, then lay off you and half of your co-workers.You ask your laid-off co-workers why they joined the company in the first place. Their answer: "job security."If you work at a startup:You never hear how much cash you have in the bank or hear what was discussed in the board meeting. When you ask questions, your executives say, "I need you to stay focused on your work."When you get your stock option offer, no one will tell you how many shares are outstanding or that the last round of funding came with a 5x liquidation preference.People never talk, coordinate, or even leave their desk because they "hate meeetings." (They actually hate each other).You "rehearse" for board meetings and spend a week on board meeting slideshows that are prettier than your customer slides.You have more MBAs on the team than engineers. They all do "business development" since sales is beneath them.You have a Chief Strategy Officer. No one knows what he does. He disappears one day and is not replaced.Your CTO just came out of a PhD program and wants to "commercialize his research."You have a raucous launch party that is attended by no customers, only your friends.When the product doesn't sell, you complain about how the customers "just don't get it" and aren't "visionary."You've fired three VPs of Sales because each one told you, "the customers don't want the product."Your CEO has a "great" customer meeting that he says is sure to lead to a closed deal before the quarter ends this Friday. All he needs to do is meet with procurement, negotiate price, win the deal, agrees on terms, write up up contracts, negotiate them, sign them, and invoice the customer. The deal closes 175 days later.You add features because board members want them. Your CEO calls himself a "visionary" in his bio.The CEO keeps everything secret because, "that is how Apple does it."The CEO approves all of the design decisions because, "that is how Apple does it."The technical co-founder is a bad manager so agrees to hire a VP of Engineering to replace him. He thinks that VP will report to him since he is the "visionary'".Your site is going to be ad-supported, and you have 1500 users.You get free lunch but have no customers.Your free lunch is taken away.Your boss renegotiates your salary and asks you, "how much do you really need to live on?"He offers you more stock options. He still doesn't tell you how many shares are outstanding.You get laid off and become a creditor to the company because they didn't reimburse your last five expense reports.The liquidation yields five Aeron chairs and a Nespresso machine, and Ashton Kutcher's stock is senior to yours.

I was talking to a far-off relative who recently immigrated to Canada. She immigrated from Dubai, where she was living with her husband and kids. Worked as a government employee in Dubai, with all the perks that an Indian household is used to. She went on about how Dubai compares with Canada, how life was so much easier in Dubai, how there are no good restaurants to eat at here in Canada, and how difficult it will be to keep her kids “within the culture” after moving here. You could see a cloud of entitlement around her, if you are a Canadian that is. She went on about how difficult it was to get her PR in the first place, how many sleepless nights she had waiting for it, and she deserves a good life here after waiting so long to get here. I asked how long it took from start to finish, and she said “Oh, it took a full 9 MONTHS!”.20 years ago, when I was a kid, I remembered my parents thinking and discussing whether we should move to Canada. We were living in Africa at the time, there was no internet and resources were scarce. At that time, you would request an application package from the Canadian Embassy and they would send the package by mail to you to fill out and send back. We waited for weeks, hoping that our mail signNowed them and that the application package would not be lost in transit to us.When the application package finally arrived, we knew we couldn't jump on the form, we had but one package of forms to work with. So, my dad took the form to a photocopier shop several kilometres away and got a bunch of copies taken. The shopkeeper was quite happy having received such good unexpected business from us. Next up was filling the form. Tech-savvy folks that we were, we figured we should type it up. My mom's typing skills came in handy - she felt she was destined to do this. My mom and I would trek every day to a typing school a few kilometres away and I would watch my mom roll up the papers into the typewriter and type up the answers exactly within the field. We brought white-out bottles with us for correcting the inevitable errors.After all of that, several reviews, and making sure we dotted all our I's, after praying for our golden application package's safe transit, we mailed it off to the embassy. Then, it was a wait. A long wait. A long long wait, where there were no tracking numbers, no application updates, no nothing. After a full 7 months, we got a mail telling us that our application was received and we need further documentation to be submitted.We did all that they asked. Then war broke out, and we left to India. It was a bureaucratic circus getting our file transferred to India for processing. My dad would call up CIC office and threaten to protest in front of their office if they didn't proceed with the processing.My school was in limbo. Every year when the school started, my parents would tell me, no point enrolling you, we are leaving for Canada soon. One month in, they would know it's not happening and would enrol me in. All my schoolmates knew I would leave for Canada, but that never was happening. They would joke that I was bluffing, that I was never going to leave.Then one day, we got our confirmations in the mail. After 5 years. After several calls, mails, one scary interview in Delhi and a lot of agonizing wait. How did it feel? I don't know about my parents, but I was in a trance. All I could think of at the moment was to go tell everyone who made fun of me, “ Seeya Losers! I'm outta here!” I obviously didn't do that. My parents probably felt a huge relief of gaining certainty in life, but also felt a huge surge of new uncertainty about a new chapter in life. Will they succeed there? Will we survive there? Will all be ok?My dad ended up working as a general labourer for several months, my mom too, after coming here. They didn't want us kids to feel anything, so they were super casual about it. But, it didn't escape us for one second that my father who was the head of R&D in India, and my mother who was a bank employee, were doing all these for us, for us to have a good life. It grounded us, put our feet firmly on the floor, and taught us to do whatever is necessary, for the people we love.Canada gave us a lot, we lost a lot too. My mom passed away before she could see us succeed here and my dad became a single parent unexpectedly. But, in the end , perhaps it was alright that we came here. I would have been a different person if I didn't come here. I would not have known what hard work meant may be, what being responsible meant, what being humble and modest means, what kind of person I wanted to be. Or maybe I would have been the same person wherever I was, I wouldn't know.As to my relative, she is back in Dubai now, claiming Child Tax Benefits for her three kids from here and living it up over there. Yes, she is perhaps “luckier” than me in life, but I feel I'm lucky too, just differently.

We were called to a home, where an escapee from a secure group home for the insane had holed up with a butcher knife, which he was using to keep his handlers at bay. The Sheriff, who’s jurisdiction this falls under refused to respond as his last dealing with this fellow had put him in hospital, so it was up to myself and my partner to get him out of that hole beneath the old house where he grew up, it was now owned by folks who had never even heard of this guy. Well we talked to the guy for about an hour when he said he was thirsty, so we went to get him a glass of “water” The Doctor who had been standing by put some strange looking liquid in the water, and we put it where the fellow could get it. One drink of that liquid and he was out cold. So we got the knife and returned it to the home owner, then carried the fellow out to the squad car. I wanted to put a straight jacket on him but the doctor nixed the idea saying that it would be cruel since the fellow should be out for at least six hours, long enough for us to haul him some 300 miles to the State Hospital. Well we got about 10 miles North of town when the fellow came to and began kicking at the doors and windows in the back seat of our Ford LTD squad car. Try as he might though he could not kick out the windows, God Bless Ford Motor for using STRONG glass in their police packages. So it was for the next 300 miles, he would scream and kick for about ten minutes, then fall asleep for about 15 minutes, the masturbate till he made a mess in the back seat, then return to kicking and screaming till again he passed out. Longest damn drive I ever made, we turned up the AM Radio in the car to try and out blast the fellow but it didn’t do much good. Ah but that drive home was such a relief. The County paid for the damage to the squad because of the Sheriff refusing to do his duty and it was extensive, needed a new headliner, back seat, the doors were bowed out and it leaked wind and rain till the body shop got it in and fixed it. I think we would have been in a lot more trouble had the fellow not been wearing crepe shoes.

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