InformIT has a sample chapter from SCORE!: A Better Way to Do Busine$$: Moving from Conflict to Collaboration by Thomas Stallkamp. The chapter discusses a case at Chrysler where the management team did not follow the herd with some bully business practices.
Glenn’s Correction on “Universals”
Glenn wrote the following to correct some of my terminology about what Jaques said happens when people move out of the what I was calling the “Strategic” order of thinking. He clears up some confusion that I was creating, so it’s worth noting here in full. I’ve done some minor layout to make it easier to read. Universals! Interesting. Let’s …
Change Symbolism
As the weekend of April 2nd & 3rd concludes most of us will have heard something about the pope’s passing, and his leadership of the catholic church, over the past quarter century. Without opening the door to debate on the merits of one set of religious beliefs or another there are some lessons regarding leadership effectiveness that might be gleaned …
Setting Context & The Burning Platform
When we set forth to assign a task to an individual the significance of context is too often underestimated. Agreed that those tasks that are routine and repetitive in nature require very little in terms of relevant context beyond that applied when the task was first assigned, unless of course something significant has changed. Context assists in the assignment of …
Does Cost Determine Value?
Just because you got me to spend $65M on a project doesn’t mean that its value isn’t a tenth of that. Costs do not determine value but can determine the value of replacement.
Demystifying Management
Al Gorman What exactly is management and how do we provide for its effectiveness? The thought of navigating through the labyrinth of attributes, formulae and competencies being offered today is both a challenge and confusing. The evolution of modern management appears to be a myriad of trial and error and the very notion of what contributes to, or detracts from, …
The Significance of Organizational & Leaderhip Myths
Great people create great companies and great organizations. What makes them great? Why do people work?
High Adaptability Factor and Over-Stratum
In his discussions of building dams with the Navajo as a young white man in the 1930s (West of th Thirties), E.T. Hall describes how he had to adapt to the ways that were culturally acceptable to the them. As a white manager, and as a young man, he started off coming onto the site noisily, slamming the car door …
New PeopleFit Class
For those who are interested in RO but know little, here is a great introductory course led by Glenn Mehltretter and Michelle Carter of PeopleFit. I’ve gone to one of their classes before and it was one of the best training classes I’ve ever attended. It even rivaled my own, which is high praise coming from such a fathead as …
Knowledge Sharing
An article by James Roberson (“CMb 2004–16: ‘Knowledge sharing’ should be avoided“) got me thinking about the problems inherent in the dictive to share knowledge. You know what happens: the boss, who is too small to be your real boss even though he’s your boss’s boss, gathers everyone together and points out that y’all missed some great opportunities because what …