Veteran Owned Business Directory | Veterans Businesses | Free Listings | Owned By United States Military Veterans | Veteran-Owned Member Company | SDVOSB | VOB | DVBE | Service Connected Disabled

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Welcome To The Veteran Owned Business Directory

VeteranOwnedBusiness.com is a comprehensive, user friendly directory of small, medium and large businesses owned by veterans, active duty military, reservists and service disabled veterans released on Veteran’s Day 2008. Now Americans in the United States and abroad have an easy way to proudly search for products and services that are unique in the fact that they are all made by, sold by or serviced by United States military veterans!

Is your company owned by a veteran (VOB), active duty military, reservist or service disabled veteran (SDVOSB / DVBE) of the United States Army (USARMY), Air Force (USAF), Marines (USMC), Navy (USN), Coast Guard (USCG) or National Guard? If it is, be sure to get your company’s free listing on our veteran owned business directory. There is no charge to search for service disabled veteran-owned businesses (SDVOSB) and veteran-owned businesses (VOB) and there is no cost to list your business if it is owned by a past or present member of the United States Armed Forces!

via Veteran Owned Business Directory | Veterans Businesses | Free Listings | Owned By United States Military Veterans | Veteran-Owned Member Company | SDVOSB | VOB | DVBE | Service Connected Disabled.

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Our Harvest Cooperative-Growing, Supplying, Training

BuyLocalFood OurCSA OurFarms LearnMore Our weekly e-newsletter includes updates from the farm, information about new vegetables, and delicious recipe ideas.We encourage anyone who would like to know more about happenings on the farm to email csa@ourharvest.coop to be added to the list.Our Harvest Cooperative | 4211 Williamson Place, Cincinnati, OH 45223 | ourharvest@ourharvest.coopPrivacy Policy | Terms of Service | Refund Policy | Producer Login | Contact Us©- Local Food Marketplace

via E-Newsletter.


CLICK HERE TO VISIT OUR ONLINE STORE

Our Harvest has beef for sale again! 

  • Orders must be placed through our online store (link above) by Sundays at 5 PM for pick-up that week.
  • Pick up is available at the following CSA drop-offs: Dienger Family Home (Loveland), Rohs Street Café (Clifton Heights), Bahr Farm (College Hill), Madeira Farmers’ Market (Madeira), and Mt. Auburn Presbyterian Church (Mt. Auburn). More information about pick-up location dates and times can be found on the Winter CSA page.
  • PLEASE NOTE: Cuts of beef are listed on the website based on an average weight; however, because in reality each cut of beef weighs a different amount, we will not run your card until after you have picked up your order. We will track the weight of the product you receive and will make the appropriate changes to your total before running your card.
  • The beef will be wrapped in paper and frozen; please store in your freezer until ready to thaw and eat. We are limiting the pick-up to one location to ensure that the meat is kept frozen.
  • We have been told that the beef is very lean, so please take care when cooking. Lean meat requires less time to cook.
  • Our cattle were raised on grass, hay, and vegetables (no grain); finished on pasture; and processed locally. We hope you enjoy!

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Our Harvest Cooperative’s produce can currently be purchased in-person at:

If you are a retail establishment or restaurant, and are interested in purchasing produce from us, please contact Kristin Gangwer at kristin@ourharvest.coop for our current availability and pricing.

Online produce ordering for restaurants and retail establishments is coming soon!

We currently accept Visa and Mastercard.
       

Worker cooperative – Wikipedia, the free encyclopedia

This was copied verbatim from Wikipedia.org at 2:24 pm Thursday, December 12, 2013

It is an introduction to lots of organiational forms which worker owned Co-ops have developed in countries across the world.

Typically, a member may only own one share to maintain the egalitarian ethos. Once brought in as a member, after a period of time on probation usually so the new candidate can be evaluated, he or she was given power to manage the coop, without \”ownership\” in the traditional sense. In the UK this system is known as common ownership.

Some of these early cooperatives still exist and most new worker cooperatives follow their lead and develop a relationship to capital that is more radical than the previous system of equity share ownership.

In Britain this type of cooperative was traditionally known as a producer cooperative, and, while it was overshadowed by the consumer and agricultural types, made up a small section of its own within the national apex body, the Cooperative Union. The \’new wave\’ of worker cooperatives that took off in Britain in the mid-1970s joined the Industrial Common Ownership Movement (ICOM) as a separate federation. Buoyed up by the alternative and ecological movements and by the political drive to create jobs, the sector peaked at around 2,000 enterprises. However the growth rate slowed, the sector contracted, and in 2001 ICOM merged with the Co-operative Union (which was the federal body for consumer cooperatives) to create Co-operatives UK, thus reunifying the cooperative sector.

In 2008 Co-operatives UK launched The Worker Co-operative Code of Governance. An attempt to implement the ICA approved World Declaration.

 

In 2004 France had 1700 workers’ co-operatives, with 36,000 people working in them. The average size of a co-operative was 21 employees. More than 60% of co-operative employees were also members.[24] French workers’ co-operatives today include some large organisations such as Chèque Déjeuner and Acome. Other cooperatives whose names are generally known include the magazines Alternatives Economiques and Les Dernières Nouvelles d’Alsace, the driving school ECF CERCA and the toy manufacturer “Moulin Roty”.

Italy

The cooperative movement in Emilia-Romagna, Italy successfully melds two divergent philosophical currents: Socialism and Catholicism.[25] With more than a century of cooperative history, the region includes more than 8,000 cooperatives.

Norway

The best known example of a Norwegian worker cooperative is the employee-owned IT company Kantega, which several times has been recognized as one of the 100 Best Workplaces in Europe.

Spain

One of the world’s best known examples of worker cooperation is the Mondragón Cooperative Corporation in the Basque Country.[26]

UK

In the United Kingdom, the Labour Party‘s enthusiasm for worker cooperatives was at its highest in the 1970s and 1980s, with Tony Benn being a prominent advocate. A small number of such co-operatives were formed during the 1974 Labour Government as worker takeovers[8] following the bankruptcy of a private firm in a desperate attempt to save the jobs at risk. However the change in ownership structure was usually unable to resist the underlying commercial failure.[5] This was true in particular of the best known, the Meriden motor-cycle cooperative in the West Midlands which took over the assets of the ailing Triumph company, although there were instances of successful employee buy-outs of nationalised industries in the period, notably National Express.[27] Meanwhile many more worker co-operatives were founded as start-up businesses, and by the late 1980s there were some 2,000 in existence. Since then the number has declined considerably.

Under UK law there is no special legal structure for a “co-operative”.[12] Co-operatives are registered under either the Companies Act 2006 or the Industrial and Provident Societies Act 1965 (IPS).[28] A number of model rules have been devised to enable cooperatives to register under both acts; for workers’ cooperatives, these rules restrict membership to those who are employed by the workplace. Most workers’ co-operatives are incorporated bodies, which limits the liability if the co-operative fails and goes into liquidation.[12]

The largest examples of a British worker cooperatives include, Suma Wholefoods, Bristol-based Essential Trading Co-operative, Brighton-based Infinity Foods Cooperative Ltd and the retail giant John Lewis Partnership (although it only uses the term occasionally).[29]

Greece

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“The road” (Greek: Ο δρόμος) established in 2009 under the law 1667/1986 is the legal form of a direct non-profit work(er) collective running a coffee house named “The bench” (Greek: Το παγκάκι) in Athens. At this coffee shop, creative commons licenced public domain music is being heard and products from “The Seed” (Greek: Ο Σπόρος) and “Syn.All.Ois” (Greek: Συν.Αλλ.Οις), which are cooperatives for alternative and solidarity trade,[30] are being served. Syn.All.Ois is a work(er) coop that grew from within the voluntarily run “The Seed”.[31][32]
“Βelleville sin patron” (Greek: Όμορφη πόλη χωρίς αφεντικά) and “Colective Germinal” (Greek: Κολεκτίβα Ζερμινάλ) are two work(er) co-ops running in Thessaloniki.

via Worker cooperative – Wikipedia, the free encyclopedia.

How Banishing Meetings Creates Great Leaders – Forbes

David K. Williams

David K. Williams, Contributor

A life long entrepreneur, I write about my life and business lessons.

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11/20/2013 @ 7:55AM |7,189 views

How Banishing Meetings Creates Great Leaders

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The meeting chairs at Fishbowl are empty. Everyone is \”in the arena\” working to create a remarkable Q4

The meeting chairs at Fishbowl are empty. Everyone is “in the arena” working to create a remarkable Q4

When we announced that our company, Fishbowl, eliminated meetings in Q4 we received some interesting feedback that ranged from “you could ruin everything you have worked for all year” to “the best award I ever received at a company was ‘Most Likely Not to Show Up to a Meeting.’ If there wasn’t a clear agenda or actual decisions being made I did not show. I’m a trouble maker that way,” posted by Peter Bookman.

We’re halfway through the fourth quarter and we’ve experienced some interesting results that have definitely surprised us and might surprise you, too. At first we were excited about the prospect of no more meetings. We did not anticipate that it would push us all out of our comfort zones. Our meetings might not have been highly productive, but they were comfortable and part of our routine. The more time we had to ourselves, the more problems our minds could come up with to worry about. What we think about grows; our brains are wired to think negatively as a means of self-preservation (I’ll share more on this topic in a future column).We made it over the first hurdle by endeavoring to focus our attention on what we have been trained to do at our company. We sell and service our inventory management software. And all might have been well except for the fact that everything that could go wrong did in October.

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October humbled and inspired us to create a better November. We also learned how to adjust quickly to unforeseen problems. We couldn’t have picked a more difficult month to cancel meetings. October kept us on our toes, brought us to our knees a few times, and provided ample reasons to celebrate.

Here’s a sample of our more interesting challenges and learning opportunities:

Our server went down during peak selling hours and our new phone system crashed and burned a few times.

An email that looked like it was from a customer launched a virus that shut down some of our internal systems.

At our annual Halloween party, the fog machines set off the smoke alarms and everyone was required to exit the building, including other tenants.

We barely made our revenue numbers. It wasn’t a chart-topping month, but we didn’t sink either.

These challenges provided us with an opportunity to take stock of how we could improve the company. Our October numbers were significantly higher than the previous year, but so were our costs of doing business. Without a single meeting, we knew exactly where to focus to finish the year strong. In business collaboration, the critical commodity is trust , and our team didn’t need meetings to resolve the items listed above.

Our Most Important Discoveries:

Without meetings there was no management drama-fest.

We discovered that some of our meetings caused us to over-analyze situations and to do everything but ask ourselves the most important question: How can we, as individuals, get up after a few stumbles and do better? We are only defeated when we start making excuses or blaming others. Life will always serve up an ample buffet of excuses that are great fodder for meetings. Instead of holding meetings, we acted quickly:

  • We implemented new programs to ensure our systems are better protected in the future. The decision to make the changes only took 30 minutes and the phones, email, and website are now working fine.
  • We all agreed to sell more today and not worry about what we didn’t sell in October. November is off to a great start. Our people are happier, more focused, and seem to be enjoying work more.
  • We accepted responsibility and apologized for our Halloween mishap that displaced several hundred workers. When it was all said and done, we made a few more friends and invited them to next year’s festivities (which we promised would be fog-free).
  • With or without meetings, we discovered that communication and connection is essential for companies to achieve lasting success.

No more meetings means leaders spend their time serving their employees, customers, and prospects.

Mary Michelle Scott, Fishbowl President, and I discovered that we could also use the gift of time to serve more internally and externally. We used the time to serve our employees by cleaning the kitchen areas, helping to plan holiday parties, and connecting with our employees who requested some personal time. We shared lunch breaks with employees who recently joined the company or were visiting from their New York and Australian offices. We found time to play a few games of pool and shuffleboard with the teams. We worked on developing new relationships for the company and even managed to add a few new partners and customers.

Some of our best decisions are not the result of management meetings or strategic planning.

Some of our best moves at our company are not well-thought-out, researched plans but just good old-fashioned luck and intuition. One of our employees recently introduced yoga to free the mind from judgment and worry.  We also discovered that providing cereal and clean, filtered water around the clock for all employees leads to happier workers. We set aside a small area of our building for exercise equipment and another area to relax and play pool, shuffleboard, mini-basketball, and golf.

These decisions required no meetings to micromanage or assess, and the costs involved are quite small while the returns are priceless. The ideas didn’t come from our leadership team, but from our employees who simply wanted to help their fellow coworkers.

We can work independently and yet in unison.

Our company is committed to our 7 Non-Negotiables, which we worked together to develop. We govern ourselves based on clear agreements with one another. I will admit that in October there were times when I wondered if everything would be all right. But everyone acted independently and in unison to pull us through the challenges. We are a team that is starting to come into its own.

November is looking good and I am happy to report that everyone seems happy, focused, and able to finish their work at a reasonable hour so they can get home to their friends and families, which is important to us. We respect that everyone at Fishbowl has commitments outside of work. As Thanksgiving approaches, we are especially grateful that our “no more meetings” policy freed up a little more time for our people.

David K. Williams is CEO of Fishbowl. Mary Michelle Scott is Fishbowl President.  The 7 Non-Negotiables of Winning, from Wiley Publishing, is one of Amazon’s Top 10 Recommended books and is available from Amazon.com.

via How Banishing Meetings Creates Great Leaders – Forbes.