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Leaders who don’t understand the value of distributable and actionable knowledge not only limit opportunities, but they’re also building huge contingent operating liabilities. It’s one thing to possess knowledge, but it’s quite another thing to leverage it.
Indeed, executives often see themselves as industry or functional domain expertswhether in tech, health sciences, finance, or as an engineer, designer, or head of operations. For example, evidence shows that for most of us, operating on fewer than six hours of sleep is equivalent to operating while drunk. In the U.S.,
The residents of those islands had never seen airplanes, or canned food, or many other things that the military uses to support operations. But they were intelligent people and they observed what the military people did to make all those goods show up. The soldiers would go up into a tower with little poles sticking out of the top.
Management teams are always looking at the bottom linealways. Lets do the math Im not saying this to scare youIm saying it to wake you up. Over the years, youve moved up, earned those raises and promotions, and you deserve every penny. If youre still operating like its 2010, thats a problem. Get out there.
Let me be clear, I’m not encouraging giving in or giving up – I am suggesting you learn the ever so subtle art of letting go. A leader simply operates at their best when they understand their ability to influence is much more fruitful than their ability to control.
Organizations have many walls that hamper culture, development, and operations. Paul LaRue of The Upwards Leader shares How Leadership Can Break Down Walls. Dan McCarthy of About.com Management and Leadership shares How to be a More Strategic Manager to find out how. ” – Michael Jordan. Follow Dan. Follow Bruce.
The bottom line is when you don’t do what you say you will do, or when others have unclear expectations about what you will do, it will result in disappointment, lack of engagement and trust and compromised integrity. When you are not able to keep your word (or keep it on time), let everyone know immediately and clean up the mess this causes.
The hotel opened in 705 AD and is still operating. Professor Makoto Kanda from Meiji Gakuin University studied the Nishiyama Onsen Keiunkan Hotel and other long-term operating businesses to understand their longevity. Quantitative measurements do help people manage more efficiently. Impressive. His findings?
Whether it's the death of a friend, loss of a job, a bad break-up, or the isolation of Covid-19, those who manage to be where their feet are will grow, stretch and emerge stronger, smarter, and more prepared as we find peace and gratitude in the pause. Authenticity. We need to make our interactions count.
There are some moments in your career that leave an indelible imprint – moments that end up defining WHO you are. ” And sometimes, you get to ask a brave follow up question, to those who have witnessed the moment. This sets up a wall between management and the rank-and-file that is very, very hard to knock down.
Guest post from Larry Sternberg and Kim Turnage: What would your organization be like if every employee had a great manager? In every organization, managers are a key leverage point to drive higher performance and better business results. The impact managers have on turnover and engagement go straight to the organization’s bottom line.
This is the definition of presence, and it is only when we operate in the present that real creativity, growth and innovation occur. Operating in excess of that threshold will cause increased stress, lack of attention to detail and errant decisioning. Is your rubber-band stretched so tight that it’s about to snap?
Let me be clear, I’m not encouraging giving in or giving up – I am suggesting you learn the ever so subtle art of letting go. A leader simply operates at their best when they understand their ability to influence is much more fruitful than their ability to control. Bottom line – what you do or don’t surrender to will define you.
Between surging demand, labor shortages, outdated air traffic management, and travel reservation I.T. That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. In the U.S.,
As the investor leader, you are tasked with tackling senior leadership management issues at a newly acquired portfolio firm. Part four will balance needs with compromises and float tangential opportunities to expand horizons and extricate from myopia on that elusive ‘pink giraffe’ management candidate. The bar is set high.
If your organization confuses loyalty and tenure there is trouble on the horizon…If your business rates tenure higher than performance as a measure for employee evaluation, it is time for you to consider updating your talent management practices and procedures. So, what’s wrong with tenure you ask?
When it comes to understanding how to balance the need to keep a sharp eye on the bottom line and keep a workforce fully satisfied and productive, some managers and companies seem to get it while others don’t have a clue. Marty” is a department manager at a regional grocery chain. We’ll make up the $2000 in no time.
This transactional stuff is all part of being a manager. These priceless individuals value results and the bottom line. The leaders people want to follow balance bottom-up and top-down decision-making. Genuine leaders manage with their head and lead with their heart. Every boss gives orders and assigns work.
Other leaders operated machines. Well, they were made up of interchangeable parts. Leaders aren’t super-powerful beings that design and operate organizations. They’re made up of unique human beings, not interchangeable parts. Give up control. Children may pull up plants for fun. Bottom Line.
Bottom line, organizations are seeking to reconstitute themselves as a network of teams, ditching the traditional hierarchy. Leaders are at the bottom of the pyramid supporting those in the team above them and not the other way around. Simon operates from London with a Dublin-based support office. Not really.
It is a well-written story that takes us from his days as a student-athlete through his formative years working his way up in bars and restaurants from busboy to manager, to the wild ride founding and growing Texas Roadhouse into the international success it is today. His story is told in Made from Scratch. Most [leaders] are made.
From my perspective, the issues surrounding conflict resolution can be best summed-up in three words…&# Deal With It. &# While you can try and avoid conflict (bad idea), you cannot escape conflict…The fact of the matter is that conflict in the workplace is unavoidable. If so, you likely have issues with conflict.
It’s also important to understand that a toxic culture cannot exist if toxic people are not allowed to take up residence. Bottom line - toxic individuals kill productivity, and if allowed to run unchecked can have a much broader and deeper impact on an organization than one might think.
Posted on March 24th, 2010 by admin in Miscellaneous , Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth Is the customer really always right? Lost Ancillary Revenue : On average, a single account is good for a 30 -40% cross-sell and up-sell revenue increase over time as new products, services, joint ventures etc.
Posted on July 7th, 2010 by admin in Leadership , Operations & Strategy , Rants By Mike Myatt , Chief Strategy Officer, N2growth I have read some interesting articles and blog posts of late on the subject of CEO term limits, and felt this topic worthy of discussion.
Bottom line…personal responsibility and accountability have always been the ultimate leadership “hot potato&# in that everyone wants to be in charge, but few are willing to take ownership of the never-ending obligations that go along with the privilege of leadership. What say you??? 2 Tweets Who’s In Charge?
While I’ve often addressed what it really takes to create a talent driven organization, few companies seem willing to make the requisite investments needed to successfully align their actions with their management speak. If your company doesn’t have a Chief Talent Officer, Chief People Officer etc.,
Have you figured out how to apply the laws of scarcity to brand management? While a brand without exposure is not much of a brand, I consistently find that brand exposure is an aspect of brand management that is all too often overlooked as a success metric. If not, then this post is for you. will go into decline.
They were the born leaders we all grew up with. I meant this post to be more of a thinking exercise than a choosing-up sides and fighting till the bitter end drill. They were your class presidents, team captains, club leaders, and the people who held virtually all the available leadership positions you can imagine early in life.
Also, a common response is to confuse a sales engine, fulfillment process, operational process, technology platform, or any number of other areas as business models, where this is not the case. Furthermore, a business plan, strategic plan, marketing plan, capital formation plan, exit plan, etc., are also not business models.
AND then, I became a large team operations leader. And also importantly, I knew how to measure their impact on bottom line business results. Except for one random dude who came up to me after a keynote I gave that first year. You can manage your team as a portfolio of S curves. I’ve lived want I yearned to teach.
Leading executive search firms operate in very specific ways to find top leaders who can take a company to its desired future state. While executive search firms have been around for decades, there’s been a recent, revolutionary shift in the ways executive search firms operate. How do executive search firms work?
What a sad commentary on the state of equity markets, since it’s the best way for an investor to manage the risk surrounding their investment. The bottom line is this; I view one of the primary obligations of venture capital and private equity firms to be to drive collaboration and innovation across their portfolio companies.
The truth is, it was a good way to fill up the space on the wall when we moved into our facility.”. He elaborated (and I paraphrase), calling it just corporate jargon so senior management can tell people a bunch of feel-good stuff that they don’t believe. I complemented the CEO on the impressive presentation of their vision statement.
As the old saying goes “you only get one chance to make a first impression,&# and often times it is the perception of appearance that determines whether or not you are even afforded the opportunity to get up to bat. The truth is most people when first meeting someone will quickly attempt to size them up.
No is not all it’s cracked-up to be…Still don’t believe me? It means your vision is not understood, your team is not aligned and your talent is not performing up to par. The word no ends discussions, stifles creativity, kills innovation, impedes learning, and gates initiative.
Rookies: Bumbling newbies that require copious management? While we often think of newcomers (be they young employees or experienced staff from another arena) as empty vessels that need to be filled up, my research shows that being a rookie – facing a new problem or a challenge for the first time – can provoke top performance.
As I’ve said many times before, things don’t always have to boil down to either/or types of decisions – not everything must end-up on the altar of sacrificial decisioning. Bottom line…check your motivations. With the proper perspective and focus it is quite possible to be both efficient and effective.
Bottom-Line… [link] Dr Sarah Morris Great post! I think not. While confidence can be mistaken for arrogance, and vice-versa, they are clearly not interchangeable terms. Ramzi I think arrogance is a sign of lack of self esteem. I Think Not. Whos Reading N2growth Twitter Updates mikemyatt: Poor work requries a lot of explanation beca.
Dean of the Rotman School of Management, Roger Martin, states in Fixing the Game , "We haven’t looked deeper into blameworthy CEO behavior to understand what really caused it. Instead, we’ve looked for a new scapegoat, chosen to operate from the same fundamental theories, and doubled down on the same fixes." THE STORY BEGINS.
According to Christensen, you keep nimble and respond to up-and-coming innovations at the bottom of the market. The Product Management Perspective: Product managersoperate in a very interesting position (in light of Clayton Christensen’s theories): they need to innovate and keep their products viable.
The 8 Most Powerful Change Management Strategies There are plenty of ways to navigate change, but in our experience, these are some of the most effective. That means being honest and transparent as soon as management confirms changes are going live and keeping all employees and staff updated through every stage of the process.
This book helps managers understand the postmodern worldview held by generation Z and younger millennials, how it influences their behaviour at work, and how they want to be led in the workplace. Chan Kim and Renée Mauborgne offer up a bold, new idea that will transform how we all think about innovation and growth.
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