There are quite a few professions where the consequences of mistakes, bad professional practices, or serious errors in judgment are quite easy for us to imagine. Air line pilots, surgeons, dentists, criminal lawyers, structural engineers, cruise line captains, and school… Read More ›
In part I of “The Strategic Triangle”©, I addressed the value of being clear on what pieces of any problem or issue confronting you are actually under your control or jurisdiction. Here in part II, I will address the remaining… Read More ›
In my management workshops, we spend considerable time focusing on decision-making. The sheer number of decisions most managers make in a week is staggering, many of them on the fly, with little time for contemplation. We also focus a lot… Read More ›
Making personnel moves is a routine part of most manager’s jobs. It is also one of the most critical elements of a manager’s responsibilities, whether looked at from the organization’s or the individual assignee’s perspective. From the organization’s vantage point,… Read More ›
Over the years, as a manager and consultant, I have had the opportunity to participate in numerous Mission, Vision and Values exercises, involving both large and small organizations. Many have been fun, some just OK, and some downright tedious. … Read More ›
Ask any manager if she or he strives to be fair and equitable in her or his dealings with subordinates and you will rarely get a negative response. By the time we reach adulthood, these two concepts are well ingrained… Read More ›
In any organization of size, there are usually three distinct levels of management. No matter how many managers there are, or layered the levels, there are still only three. Each layer has a critical strategic function to perform and in… Read More ›
Most managers who have logged a few years of experience hiring employees will tell you that it is harder than you might think. If lucky, a few of those hires have been spectacular successes. Most hopefully have turned out OK…. Read More ›
Most of us at some time have experienced the downsides of over-controlling management. Micromanagement discourages subordinate initiative, damages organizational morale, and inexorably leads to less than optimal subordinate performance. Managers who try to exercise control over everything their subordinates do,… Read More ›
Samuel Culbert who writes for the New York Times recently had an article listed as one of the weeks best in “The Week” (p. 48 March 18, 2011) entitled “Time to Shred The Annual Review”. Regular readers of this blog… Read More ›
Insights on Managing and Leading 