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Nicole Paquette
General counsel
Animal Protection Institute
Sacramento

It seems Kenneth Feld would rather go into a cage of hungry tigers than admit that more and more people believe the use of animals as entertainment is wrong. People don't care if there is one ring or three; they care about animals being hit and whipped, chained and caged, and forced to perform tricks. Kenneth Feld would exhibit true business acumen by eliminating cruel animal acts right now.

RaeLeann Smith
Circus specialist
People for the Ethical Treatment of Animals
Norfolk, Virginia

Saying Goodbye

Leigh Buchanan's article about the aftermath of employee resignations was excellent ["The Departed," August]. She writes with a refreshing sensitivity and awareness about a topic that is often overlooked. Resignations are part of that number we call turnover. The names are often not remembered and faces will soon be forgotten, but that turnover number will be discussed, graphed, reviewed, and projected for months and quarters.

As managers, I hope we do not forget that the numbers are people with families. I hope we analyze ourselves and ask if we have done all we could have. As Buchanan put it, I hope we will be great bosses so that leaving will be hard for them.

Ken Archer
Roy, Utah

I agree with Leigh Buchanan that the worst moment when someone resigns is after he or she walks out of your office. However, the first thing the departing employee usually does is tell co-workers about the great pay, the great benefits, and all of the other great things the new job will provide that you could not. Though it is regrettable to have someone leave, I find the most devastating thing is how much damage the departing employee does to the morale of the remaining employees. It may sound cold, but I believe the employee should leave as soon as possible--perhaps as soon as he or she resigns--to minimize this damage.

Evan Padilla
President
AMS Office Solutions
Burien, Washington

Don't Always Listen

David H. Freedman is right when he warns that focusing only on what customers request can cause a company to miss that bright new idea ["Ask, and You Shall Be Misled," July]. When our active wear company designs a new line, we encourage our sales reps to offer their opinions and to report what they hear from customers.

This is generally very helpful, but when it comes to fashion-forward styles, the feedback is inconsistent. I find that often my job as president is to support creative ideas that are not immediately accepted. Sometimes it takes months of presentations before the customers and sales reps start to get it. That's what happened with our soft shell jacket. The sales team originally ranked it eighth out of 16 new styles. It has turned out to be our best-selling item this year.

Barry Lipsett President and CEO
Charles River Apparel
Medford, Massachusetts

Corrections

"Retirement Riches" in the August issue incorrectly identified BDO Seidman as a law firm. It is a consulting and accounting firm. In September's Inc. 500 issue, we understated the revenue and three-year growth rate for Syrinx Consulting. The company had sales of $4.2 million in 2006 and a growth rate of 657.9 percent. The company's correct ranking is No. 438. Also in that issue, "Who's Behind TheFunded.com?" cited criticisms of Foundation Capital that had been posted on TheFunded.com. The negative comments we quoted came from one author, not two.

To alert us to an error, send an e-mail to corrections@inc.com. To submit a letter, write to mail@inc.com or Inc. Letters, 7 World Trade Center, New York, NY 10007-2195. Letters may be edited for space and style. Submission constitutes permission to use.

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