Why do managers sometimes flounder when they become executives? One reason: their new role requires them to create a corporate strategy. It’s a task for which they have never been trained.
I have often told the tale of the just-promoted manager who, everyone soon discovers, was elevated based only on his technical skills. As the rubber hits the road, it becomes clear that he is ill-prepared.
Another similar problem occurs when a manager is appointed to
Source:: Key Strategic Skills Managers Must Master to Become Executives
Note – in this column, I have also prepared some audio notes to expand on some of the ideas that would not fit within the limits of text. Click here to listen in.
In most Jamaican companies, there’s an unquestioned assumption that long staff tenure is an indicator of strong company loyalty. Maybe it’s not. I suggest that as the economy grows it may reveal a deeper truth: these benefits occur with a high price
Source:: The High Cost of Low Turnover
What can be done in your company to conduct fewer meetings of shorter length but higher quality? The fact is, bad ones take up precious collective time, diverting attention away from other activities. Most complain that they represent a significant source of corporate waste.
A few years ago, I assisted in conducting an assessment centre for a client. This activity involved stress-testing the skills of a group of managers-in-training. We, the judges, observed them closely
Source:: The Missing Ingredient that Makes Meetings Drag
Recent headlines are rife with reports of board members in trouble. Via poor actions or inaction, they have made deadly mistakes with awful consequences to themselves, sponsors and stakeholders. With their reputations in tatters, they resign, hoping to survive a scandal they helped to create. But are they always guilty of wrongdoing?
In fact, most organizations put board members in a precarious position. While the average staff member benefits from the nearby presence of human resource
Source:: Why Boards Need Their Own HR
With regards to employee engagement, what do you do if your executive team can‘t agree? Some see symptoms of deep disengagement, while others don’t. Suggestions for how to intervene go nowhere, stuff that used to work in the past no longer succeeds and other companies’ case studies seem not to apply.
As Tolstoy said in Anna Karenina: “Happy families are all alike; every unhappy family is unhappy in its own way.”
My experience supports the notion
Source:: How Your Company Should Address Staff Engagement Questions
Do the skills required to be a great leader spring from an inborn set of traits? Or can they be developed over time? Here’s a surprising answer – not only can they be grown, but they all come down to a single, rarely talked about ability that isn’t taught but certainly can be learned.
There are lots of articles with “Top-Ten-Skills-for-Leaders” floating around. They promise to answer a simple question – “How are leaders made?” –
Source:: Easy First Steps to Become an Enlightened Leader
Why do disruptions drive companies out of business? While it’s easy to blame “innovative technology” or “tough competitors”, most firms hurt themselves by not following early warning signs which challenge core assumptions. Jamaican firms are particularly vulnerable.
Why? As mentioned in prior articles, our companies are overly leader-centric. While this is sometimes a benefit, it’s more often a weakness, especially when the big boss is the sole strategic planner. In such firms there are no real,
Source:: How Examining Core Assumptions Can Save Your Company
In my line of work, I meet lots of employees who aren’t sure they matter. Logically, they say they should be valuable due to their role, background, responsibilities, pay, etc. Yet, in terms of their emotional experience, they draw a disturbing blank.
It’s no surprise.
For the most part, our society reserves overt acknowledgement for funerals. However, before then, we try to be careful not to “spoil” people with too much praise. “After all”, we argue, “we
Source:: On Making Workers Matter
Why is the average Jamaican company stuck in a rut, 5-20 years behind the best global firms? It’s partly because their IT professionals are locked into junior levels in their companies, unable (and incapable) of adding the value needed at the Executive Level.
Product development. Employee engagement. Customer service. Business process improvement. New prospect acquisition.
This is just a short list of the activities which are changing faster than managers of these areas can track. As a
Source:: Why IT Needs to Produce Chief Transformation Officers
After you spend precious time fixing a basic issue of miscommunication, how do you prevent it from recurring? Try borrowing the high standard of dialog used in the aviation industry.
Mistakes take place between executives, managers and staff every day. For example, after a chat with a colleague, you think she understands what you are asking for, only to discover (after the fact) that you were on different pages. The miscue retards progress, dashes expectations, and
Source:: How to Forge a Breakthrough Using Cockpit-Quality Communication