Author Archives
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THE NATURE OF FACTS
The Webster Dictionary defines a FACT as “the quality of being actual; something that has actual existence; a piece of information presented as having objective reality; something that hinges on evidence”. So when you say “in fact”, what you are… Read More ›
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Management Decisions: Explain don’t Sell
The concept of selling something contains the implication that the prospective buyer has a choice. They can either buy what’s offered on sale or walk away. Management decisions, however, require compliance not a choice. Gaining compliance is management’s job and… Read More ›
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SUPERIOR-SUBORDINATE WORKING RELATIONSHIPS
Managers, do your subordinates work under, for, or with you? An interesting question don’t you think? I recently interviewed a retired manager and when I asked her how she would like her former subordinates to describe her, she replied “I… Read More ›
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ASKING QUESTIONS: A POWERFUL SKILL
“I keep six honest serving men they taught me all I knew, their names were what and where and when and how and why and who“ Rudyard Kipling On many occasions in this series of articles, I refer… Read More ›
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SURVIVING A REGIME CHANGE
During a cross-country flight, I once struck up a conversation with a fellow frequent flier about our professions and the various challenges we faced. An architect who appreciates stability, he told me that mid-stream regime changes were among his biggest… Read More ›
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DON’T ASK SUBORDINATES TO DO YOUR WORK
When a manager cannot let go or trust subordinates to do their job sufficiently, the micromanager steps in and either does it themself, or insists the job be done their way. The subsequent organizational results include lowered unit morale,… Read More ›
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COMMUNICATING A DECISION
A common criticism of management, is the announcement of an important decision with little explanation, rationale, or indication of the precise results they hope to achieve. When it’s a senior management decision junior managers have to explain to their workforce,… Read More ›
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TAKING CREDIT FOR THE WORK OF OTHERS: A MANAGEMENT VICE
As I write this series of articles entitled “A Management Vice”, I find myself unable to decide which of them is more irritating, infuriating, frustrating, or just plain unacceptable. Suffice to say, taking credit for the work of others is… Read More ›
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ABANDONING SHIP: A MANAGEMENT VICE
Abandoning Ship is a close relative of rejecting blame but it has a different set of dynamics and insidiousness. Picture a lively meeting between a manager and staff. Collectively they have a challenging problem to solve and are discussing various… Read More ›
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REJECTING BLAME: A MANAGEMENT VICE
All managers, by definition are the “Captain of the ship”. They are responsible and accountable for everything that happens beneath their authority. Yet there are managers, who when things around them go amiss, quickly find reasons — by their… Read More ›
What Best Mnagers Know & Do 