More than a few times during my years as a practicing manager, I felt compelled to explain the WORK CONTRACT to an underperforming subordinate. In simple English the work contract is as follows: YOU WORK, WE PAY; YOU DON’T WORK,… Read More ›
Exercising Responsibility
THE COST OF UNNECESSARY ORGANIZATIONAL SECRECY
You wonder what’s going on at work? Things just don’t seem right. You called your friend top-side who works with the boss and they told you there have been a lot of behind-closed-door discussions among the managers of late but… Read More ›
PERFORMANCE PROBLEMS AT WORK
In a recent article, I addressed the challenge a manager faces coping with a subordinate whose workplace behavior hinders his or her own performance, or is disruptive to the work environment itself. Although it can be a difficult challenge, dealing… Read More ›
BEHAVIOR PROBLEMS AT WORK
For a manager, employee problems generally come in two varieties: behavior problems and performance problems. Often they present themselves as a package deal. Knowing and recognizing the difference and being clear from the start which one you are addressing, is… Read More ›
SENIOR EXECUTIVES, WHO DIRECTS YOUR STAFF?
To be a senior executive in any sizable organization means that you probably have a staff of people to undertake a broad range of activities essential to your front office and, therefore, to your company’s or organization’s success. Staff members carry a… Read More ›
THE POWER OF WORDS
Language is powerful. Consciously or unconsciously, words convey and create powerful, evocative, emotional and lasting images both from the perspective of the user and the receiver. Over time, most organizations and their managers develop their own particular language to describe… Read More ›
SELECTING A MANAGER
A senior executive colleague of mine once told me he took great pride in his ability to fill managerial openings with high quality people. “I could always just close my eyes”, he said, “and picture at least five faces all… Read More ›
HOW SHOULD I DECIDE?
In a recent blog, I wrote about the importance and buy-in value of involving subordinates in decisions that will directly or indirectly impact their work and/or personal lives. I reiterate the point here because subordinate buy-in is often the essential… Read More ›
EVALUATING YOUR DECISIONS
Readers of this blog know my passion for management that possesses a bias for action. The best managers, in my view, always eschew the habit of simply talking or complaining about things, for doing things that have the potential to… Read More ›
BIAS FOR ACTION IN ACTION III: DOING SOMETHING
Thus far in phases one and two of a “Bias For Action in Action”, the manager’s work I have described has been primarily intellectual. Many organizations and managers excel at analyzing their problems and identifying potential remedies. Turning that “knowing something”… Read More ›
What Best Mnagers Know & Do 