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 ›
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 ›
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 ›
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 ›
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 ›
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 ›
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 ›
In phase one of a bias for action in action, I discussed selection of a problem or situation needing management attention and gathering a team of colleagues to assist in the effort. Phase two involves thinking through what you might… Read More ›
Previously, I have suggested that one of the things the best managers know and do is to cultivate a bias for action rather than simply talking about problems, and I introduced you to a company that has combined their creative and innovative energies with… Read More ›
I met my sergeant soon after I arrived in Germany. His name was Thomas Brett. I was a green, newly minted, Second Lieutenant placed in charge of eight Medical Dispensaries surrounding Stuttgart. I knew just enough about being an Officer… Read More ›
What Best Mnagers Know & Do 