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 ›
effective management and leadership
A MANAGER’S MANY HATS
In a recent blog, I characterized a manager’s usual day as fragmented; a series of occurences, meetings, requests for attention, instructions from above, and ad hoc problems often with little in common to connect them. This lack of coherence or consistency in the… Read More ›
WHY FOLLOW THROUGH REALLY MATTERS
During my management career, I watched numerous ideas, initiatives, and grand visions birthed, launched with great enthusiasm, often gobble up precious resources, and then simply fade into oblivion. Similarly, I observed the proverbial shelf as it gradually filled up with… Read More ›
MAKING YOUR POINT II: OPINION OR FACT?
In my initial posting about making your point, I referenced Chip and Dan Heath’s book “Made to Stick” and the characteristics the Heath’s believe make an idea memorable. Among the qualities the Heath’s and I believe are critical, is the… Read More ›
MANAGING A GO-TO PERSON
Recently a young manager was relating to me the “saving grace” quality of having his “Go-To” guy to rely on in a pinch. It brought a smile to my face and some found memories of my own. If you have… Read More ›
WHAT’S IN A NAME AND JOB?
What’s in a name and a job? To most subordinates at work, if it is their name and their job we are discussing, a great deal. During a recent business trip, I was asked what I did on such trips… Read More ›
MANAGING UP PART IV: MENTORING THE BOSS
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 ›
MANAGING UP PART III: DISAGREEING WITH THE BOSS
Unless you are one of those people who happens to be one of life’s natural contrarians and thus loves being on the opposite side of almost any issue, chances are you don’t relish arguing or disagreeing with your boss. In… Read More ›
MANAGING UP PART II: SHAPING EXPECTATIONS
I have long believed that operating in the dark with regard to what your supervisor expects of your management performance, is a lot like walking around in the dark in a strange hotel room at 3:00 in the morning; sooner… Read More ›
MANAGING UP PART I: KEEPING YOUR BOSS INFORMED
Believe me, no boss likes being blind-sided by something that one of their subordinate managers had wind of in advance. To help me avoid this mistake, a senior executive told me early in my management career I should always keep… Read More ›
What Best Mnagers Know & Do 