No matter how you celebrate the holidays, or even which holidays you celebrate, chances are you know about Santa Claus. The jolly old elf brings merriment to the season, but he also teaches us many valuable lessons.

Of course, the first is the value of giving. Aside from milk and cookies, Santa doesn't get anything in return for the gifts he shares with others. That is the real spirit of giving -- not expecting anything in return. The joy of giving is reward enough.

Santa is a genius in marketing and public relations. His image is everywhere, and I'm pretty sure he doesn't pay a dime for the exposure. He attracts crowds wherever he goes. Businesses put him front and center in ads, decorations, even in big comfy chairs in prime locations in shopping malls. They practically beg him to show up!

He is recognizable and hasn't changed his basic look since time began. More people can identify Santa than they can the president. His distinctive couture will never get him on a best-dressed list. But he doesn't concern himself with that. His message has remained the same: a simple "Ho, Ho, Ho." He doesn't drive the latest model car. He is who he is and he's content with that. What he does is more important than fad or fashion.

His attitude is contagious. He is always positive, reminding young and old alike to be good for goodness's sake. How he keeps track of who is naughty or nice doesn't really matter -- he encourages everyone to be their best. He rewards good behavior. And who doesn't like to be recognized for trying?

Santa respects deadlines. He knows from one December 25 to the next that he has customers to satisfy. He is beholden to the calendar. It wouldn't work to try to stretch it into January or February. Reliability is an important trait.

Santa understands the value of tradition. Most of us have family or cultural traditions that bind us together. Businesses have traditions that customers anticipate. But have you ever noticed what happens when someone tries to change a long-held tradition? Santa knows better.

Customer service is high on his priority list. He aims to please, and he rarely disappoints. I'm guessing he reads every letter written in a childish scrawl before he makes his list. If you happen to overhear a conversation between Santa and a child asking for the hottest toy of the year, you will likely hear a promise to do his best, but he has some other great ideas, too. He won't promise what he can't deliver.

Teamwork is central to his operation. The demands on him are enormous. He understands that he can't do it alone. A workshop full of elves and a team of nine little reindeer help him accomplish an impossible task year after year. I've heard there is magic involved, but I have no evidence to support it.

In that same vein, he epitomizes leadership. He leads his team, but he also guides the rest of the believers toward the right path. He is consistent with his values. He is patient. He works hard. He is forgiving of mistakes and loves what he does. And that brings me to my next point.

I'm fond of saying, "Love what you do and you'll never work a day in your life." There can be no question that this guy wouldn't want to do anything else. Santa couldn't do what he's done for centuries without real enthusiasm for his efforts.

Santa takes his work very seriously, but he doesn't take himself seriously. He loves to laugh, make people happy, bring surprises and spread good cheer. Santa understands that fun is good. In a world full of serious problems, bringing a little happiness is a welcome relief. We can all do something to brighten someone else's day.

Here is a shameless plug for getting on Santa's "nice" list: This month I will once again be donning a Santa hat and taking a shift ringing bells for the Salvation Army. For 12 years I have had this pleasure, and I hope to continue this tradition for many more holiday seasons. I encourage you to toss a few coins or dollars into the red kettle, or help whatever charity you can. Even if Santa doesn't see you, you can be sure you have embodied his spirit.

Mackay's Moral: Happy holidays to all.

What's one of the hardest tasks in business today? It's not starting a business. It's not raising money. It's not even making a profit. According to The Wall Street Journal, it's firing an employee.

People who don't fit into an organization hurt both themselves and the organization. If you put on a shoe that didn't fit, would you still wear it? Obviously, the answer is no, but when people don't fit into an organization, it's often easier to pretend the problem doesn't exist.

However, pretending won't make the problem go away. You either deal with the problem now or you wait for the problem to get worse later. Which do you think is the smarter solution?

The best way to avoid firing someone is to hire the right person in the first place. From the beginning, work and coach each new employee so you and that person know how he can reach his goals, dreams, hopes and vision by working at your company.

When people understand how they can benefit by helping the company benefit, everyone wins. Unfortunately, sometimes we do hire the wrong person and sometimes the right person changes goals so he no longer fits in the company.

Firing may seem like an extreme action -- and it can be. If an employee is chronically late, does sloppy work, is dishonest, refuses to be a team player or demonstrates general contempt or disregard for the job or company, it's time to cut ties.

Sometimes, however, the person just doesn't work out. And despite efforts to remedy the situation, firing becomes the best option.

But firing should always create a better situation for both parties.

First, look to see if there is a position that would be a better fit within the current organization. If that's not possible, then help that person find a position elsewhere. The goal is to satisfy and improve both your company and the fired employee. When you can make the fired employee see greater opportunities, you'll realize that firing doesn't have to be painful for anyone.

In fact, firing can be the best thing you can do for your organization and for your employees. Think of firing as a way for everyone to move on to a better future. And who doesn't want a brighter future for themselves?

James Whitaker, the first American to reach the summit of Mount Everest, said: "You never conquer a mountain. ... You conquer yourself."

To reach a destination, achievers like Whitaker focus on the road rather than the bumps in it:

-- Lost the job of a lifetime? Were you right for it in the first place? How much time would you have wasted trying to make something work that should never have been?

-- Failed in a flash? Experts say that the entrepreneurs who suffer most and who achieve the least are the ones whose businesses die slow deaths. Better to get it over with in a hurry and move on than to agonize for years trying to squeeze life out of a weak idea.

-- Been beaten up? The first golf balls were smooth. An avid-but-broke golfer couldn't afford new ones. He picked up nicked balls that he found littered on the course. The funny thing was he kept beating his well-heeled friends with their shiny new balls. Today's golf balls have 432 dimples. These "rough spots" enhance the ball's distance and accuracy. The rough spots in your life sharpen your performance.

-- Stewing in your worries? Did you know that the English word "worry" originates from an Anglo-Saxon term meaning to "strangle" or "choke"? It's not adversity that cripples us, it's worrying about what could happen. A day of worry is more exhausting than a day of work. Back in 1948, Dale Carnegie titled one of his classics "How to Stop Worrying and Start Living." As a kid, this masterpiece had as much influence on me as any book I have ever read.

-- Short on know-how? The person who knows "how" will always have a job. Lesson two: The person who knows "why" will always be the boss.

Mackay's Moral: Some people rebound from a firing setback because they are destined to. Most people rebound because they are determined to.

There's an old joke about farmers: They are "outstanding" in their fields. Or is it "out standing" in their fields?

If you want to be outstanding in your field, you probably don't have acres of land to make the anecdote amusing. But there is nothing funny about being a standout at work. In fact, it's a topic we take very seriously. Businesses depend on strong relationships to make them work. Everyone needs to contribute, to pull their own weight, to get the job done. Things work well when everyone gets involved and does their part. They work even better when someone goes above and beyond to ensure success. There are everyday hard workers, and then there are standouts.

Teamwork is a lesson I preach day in and day out. Team players will always have a place at the table. But if you've been sitting in the same place for far too long, perhaps it's because you haven't gotten the recognition you deserve.

At the risk of looking like a show-boater, you have avoided taking too much credit or talking yourself up. You've done your job well -- in fact, some projects would never have been so successful had you not been involved. So how do you get people to notice?

Doing a good job isn't enough to succeed at work. You've got to be visible to make a real impact. Here's how to raise your profile in your workplace:

-- Talk to your boss. Make time to check in with your manager when you don't have a problem to report or a question to ask. Don't impose on his or her time; just discuss what's going on, drop a suggestion or chat. This builds a routine of regular, informal communication that can enhance your boss's opinion of you.

-- Show up on time, or, even better, be early. Regardless of how well you perform, if you aren't there when the workday starts, you are missing prime time to connect and get organized for the day. Latecomers get noticed, but for the wrong reasons.

-- Dress appropriately. Whether the office is formal or casual, your appearance makes a big impact. You'd rather be noticed for what's in your head than what's on your body.

-- Network to share your expertise. Get to know the most talented people in your organization, regardless of their job title or position. You'll earn a positive reputation if you help them out whenever you can. You'll establish positive relationships and gain a reputation as someone who puts the organization's objectives first.

-- Ask for help from people who can mentor you. Seek advice on skills you need to develop from someone whom you admire and want to emulate. Let them know that you are ambitious and want to succeed.

-- Be friendly. Your demeanor shows your desire to get along. Make sure you project a pleasant attitude.

-- Praise others. Sometimes the best way to gain credit is to give it. When you achieve something significant, make sure your boss knows who helped you (and that you're sharing the information). Not only do you look like a generous colleague, but you'll also be seen as a good team player.

-- Volunteer. Don't wait for your boss to ask you about joining a task force or committee. It'll bring you into contact with colleagues outside your department and brighten your image throughout the organization.

-- Take on projects that no one else wants. Every company has a few tasks that other workers are afraid to tackle. The work still has to get done, and the boss is looking for a volunteer. Step up and get the job done, and you'll be someone's hero.

-- Attend company events. Take advantage of opportunities to connect outside the regular workday and get to know your managers and co-workers on a new level. I love it when I see my co-workers mingle outside the workplace.

-- Stay ahead of industry developments. Read trade publications and study market trends. Learn new technology that could benefit your organization. Be ready to move up the ladder before the next promotion opportunity arises.

-- Finally, and most important, show enthusiasm for your job. "Give me a stock clerk with a goal and I will give you a man who will make history," said department store founder J.C. Penney. "Give me a man with no goals, and I will give you a stock clerk."

Mackay's Moral: To be a standout, you must stand for only your best.