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
If you are a top executive, you face a unique challenge: The weekly demands on your time regularly outstrip 168 hours. Yet, as you know, most CEO’s receive little formal training in time management on their journey to the C-Suite. Fortunately, new research can help close this gap.
Harvard’s Michael Porter and Nitin Nohria recently published the results of a multi-year study of CEO time usage. Their findings can help you allocate time more efficiently, even
Source:: How CEO’s Optimize Their Time Budgets
Sometimes, good ideas for new products and services include the seeds of their own destruction. How can this problem be discovered and prevented, thereby ensuring the success of your latest, greatest idea?
As a company innovator you are excited. Your original concept has taken off with higher-than-expected sales or conversions. Customers are buying because you uncovered an unmet need before anyone else.
While congratulations are in order, it’s also a dangerous moment because you are entering uncharted
Source:: How to Scale Up a New Innovation
When the excitement of a promotion wears off, newly elevated managers sometimes struggle. Often, they blame their new responsibilities, but this limited view dooms them to failure. Instead, success comes from expanding specific skills which were once suitable but are now inadequate.
Email is a case in point. All of a sudden, as a newly promoted manager, you need to stay late or work on weekends just to keep up with a mountain of discussion threads.
Source:: How New Managers Prevent Email Overwhelm
What’s wrong with holding interviews? Plenty, it turns out. Most companies rely on a series of informal chats with several prospects that ends with a hiring decision. However, there’s strong evidence that this approach needs to be retired in favour of better techniques proven by scientific research.
Here’s the problem in a nutshell.
Interviews are filled with biases. In North America, studies have shown that during the average unstructured interview, the person hired is more likely to
Source:: How to Prevent Biased Interviews
If you lead an organization you may have asked yourself: what is the effect of setting big goals? Most leaders know that such objectives can be empowering in some circumstances but produce the opposite result in others. If so, some recent research might help the next time you sit down with a subordinate to set performance targets.
The management bestseller “Built to Last” by James Collins and Jerry Porras coined a phrase that is now used
Source:: When Big, Hairy, Audacious Goals Produce Poor Performance
This week, I created a video summary of the column.
Should an employee be granted the right to turn down a manager’s request to focus on a given task, thereby dropping everything else? And is it better to have a reporting relationship based on obedience or its opposite: independent choice? While there are no easy answers, the times are changing and so must leaders in your
Source:: Why employees need the power to say no
How do you ensure employees are balancing their time between routine activities and long-term, strategic projects? Managers and their HR Partners have been tackling this problem for decades but continue to fail to separate the two different energies essential to sustain high performance. Here’s why.
Robert Pirsig’s “Zen and the Art of Motorcycle Maintenance” was a cult hit, but his follow-up book, “Lila” offered important, practical ideas for every organization. He outlined two kinds of value
Source:: Connecting Strategy, Performance, and Daily Activity
“Basic” Time Management Training? No such thing!
As a manager, you may advise a subordinate: “You need a basic time management program.” While this advice is probably well-intended, it turns out to be flawed. Today, a more nuanced picture has emerged.
Your intent might be pure. Many employees who once appeared to be capable and reliable have fallen into rough times. Even though they remain motivated, they look harried, are behind in their email and keep missing
Source:: No such thing as ‘basic’ time management