At some point in the future, you’ll face the challenge of upgrading your task management system. Check out this guide I put together: it’s meant to be complete, ultimate and should stand the test of time! Click here or on the graphic below.
Source:: Choosing Your Next Task Management App
Why do newly-promoted managers sometimes become obstacles to people with good ideas? Often, they don’t realize that their elevation to management puts them in a different world, with a new way of allocating time that interferes with the productivity of their best employees.
A few years ago, an investor by the name of Paul Graham wrote an article arguing that there are two different kinds of schedules professionals make. In his 2009 post entitled “Maker’s
Source:: Don’t put your creative makers on a manager’s schedule
Most leaders know how important it is to inspire employees. However, their favorite tool, a corporate vision statement, is fast becoming an artifact of a time when trite clichés used to work. Today, these statements all sound the same so everyone ignores them. Perhaps your company should supplement your own with a “backcasted” matrix developed during its next strategic planning retreat.
When vision statements became popular the intent of its proponents was pure. An organization needed
Source:: How to correct your company’s vague, cliché-ridden vision statement
How to solve nagging customer complaints that never go away
If your company has over 100 employees and faces difficult customer service problems, it’s likely that they have become intractable. They aren’t fixed easily because the solution does not reside in the hands of front-line personnel. Instead, they exist because your organization is too big for small-scale solutions.
Every company which grows above a certain size discovers a new class of stubborn problems which can’t
Source:: Using BPM to Solve Nagging Customer Complaints
Why a Great Strategy Retreat Starts by Confronting the Ugliest Truths
What’s the harm, in your next strategic planning retreat, of restricting the discussion to focus on the positives – the potential of the future? After all, everyone wants to walk away inspired by what can be accomplished, not bogged down by past losses and ugly failures. Should this sentiment be used to set the agenda to limit certain discussions while encouraging others?
Source:: Why great strategy retreats confront the ugliest truths
Perhaps you have observed what author, Dacher Keltner, calls “The Power Paradox”: a well-liked employee gets a promotion into management and shortly after, turns into a tyrant. If you are someone who aspires to lead others, how can you avoid a fall into this trap?
First, understand that this tendency to become a hard-nosed, selfish manager is universal, but also peculiar to our culture. It’s well documented in “Why Workers Won’t Work: The Case Study of
Source:: How New Managers Avoid Becoming Tyrants
I was recently called by a company interested in having 60 attendees at their one-day strategic planning event. As they described the desired outcome I decided to give them the bad news up front: they had unwittingly put their goal in jeopardy.
In short, the design of their workshop was in opposition to their intent to produce a quality plan. Too many participants and too little time would guarantee it. In addition, they were increasing the
Source:: How to Optimize Your Strategic Planning Retreat To Prevent Failure
Do your company’s top leaders need to be just like everyone else? Or should they publicly strive to achieve the highest levels of performance? Does it make a difference?
I recently advised a client: “Why don’t you try to run your meetings more efficiently?”
The manager viewed me suspiciously, then laughed. “How effective do you think Bob’s are?” (His CEO was infamous for poorly managed meetings.)
He continued: “And you want mine to be better than his?”
Source:: Why Leaders Need to Embrace Their Role As Best Performers
Many top executives find themselves in a tricky spot. Human beings and technology, two essential ingredients for a company to thrive, don’t naturally work well together. Here is one way to tackle the issue, using the case of Business Process Management (BPM).
A recent McKinsey Journal article described the advent of a new role: a “Chief Transformation Officer.” Operating with the trust of the board, this change-agent operates like an extension of the CEO, holding top
Source:: How to Get IT and HR to Cooperate on Change Initiatives
How many items of email do you have sitting in your inbox? Are there 20 messages? 20,000? What difference does it make?
Perhaps you are already suspicious of others who oversee a permanent pile of unprocessed email. Remember that recent message you sent them? They don’t remember seeing it. It annoys you because it included a critical question. Now, you stand next to them, forced to repeat the request in person while they complain about “people
Source:: Why a huge email inbox means low productivity, not high popularity