A number of years ago, I had the opportunity to attend a workshop conducted by the current chairman emeritus and founder of the Levinson Institute — Psychologist Harry Levinson, Ph.D. — focused on the topic of organizational change. Early in my… Read More ›
My motivation for writing this particular article comes from years of observing — and personally experiencing — both the good and the bad elements of the management-staff relationship. I begin with the players and note that the distinction between them… Read More ›
During a recent cross-country flight, I struck up a conversation with a fellow frequent flier about our professions and the various challenges we faced. An architect who appreciates client stability from start to finish on his various projects, he told… Read More ›
A recent Businessweek article (September 24, 2010) explained the recent fall from prominence of Finland’s mobile phone manufacturer Nokia this way: “Nokia clung to the idea that mobile handsets were mainly for phoning people. That was a disastrous call”. By comparison,… Read More ›
Every manager intellectually understands that accepting his or her authority over others, means that there is no way in the world that they will be able to exercise that authority and always keep everybody happy. But knowing that is not… 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 ›
Insights on Managing and Leading 