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 ›
IDEO is one of the world’s most celebrated design consultancies. Based in Palo Alto California, with offices around the globe, IDEO is annually rated as one of the world’s most creative and innovative companies. IDEO’s General Manger Tom Kelley —… Read More ›
Although published a decade ago, “The Knowing-Doing Gap” written by Jeffrey Pfeffer and Robert Sutton remains one of my favorite management books. The book’s focus is why so many company’s who know what they should do to achieve success, simply… Read More ›
Suppose somebody tells you that you tend to ramble and repeat yourself in your meetings causing some attendees to tune you out. Or imagine that a colleague suggests that sometimes the emotion you express while making a point seems off-putting… Read More ›
In a recent posting regarding mentoring your boss, I referred to the phrase “hit the ground running” and why it has always struck me as a humorous and not always wise concept. While I understand the admirable motivation of a… Read More ›
After my last post about the 10 mistakes you can count on making as a manager, one of my colleagues asked me what advice I had about avoiding them. Since I said — and believe — making them from time… Read More ›
Like it or not, some predictable mistakes are inevitable as a manager. Even knowing what they are in advance, you are still likely to make them anyway. The faster you learn to avoid becoming a chronic repeat offenders with regard… Read More ›
In my management workshops, we often discuss the challenges associated with leading organizational change. Usually the discussion involves some specific process, HR practice, or habitual management behaviors deeply embedded in their organization’s or company’s culture. Inevitably, there are always a… Read More ›
Insights on Managing and Leading 