What you see is what you get – measuring your response to others

What good is it? Often the mantra of the obsessively practical or the hopelessly cynical, a “what good is it?” response typically indicates disgust, disappointment, or disdain, maybe all three. Obsessively practical leaders seem to become well, obsessed, with efficiency. Every act, every task, every intention, indeed every suggestion is qualified by its practical contribution … Read more…

The Might as Wells – Letting one thing lead to too many others.

I call it sequences, that annoying way of letting a simple task become far more complex. Even Murphy and his sagacious laws (If anything can go wrong it will, et al) has wryly observed that “You can’t do something until you do something else first.” Sometimes, it is unavoidable…and true. You really can’t do some … Read more…

Why leadership training programs fall short

The American Society for Training and Development reports that U.S. businesses spend a whopping $170 billion on leadership training programs.  They largely fail or at the very least fall way short of the expectations set for them. Why? Because you do not train leaders; you develop them. Training does have its place. We can train … Read more…

Viability – lessons from Studebaker

They started making wagons for farmers, miners and the military in 1852. Incorporated in 1868 under the name Studebaker Brothers Manufacturing Company, they entered the automobile business in 1902 making electric vehicles. By 1904 they were making gasoline-powered vehicles and for the next 50 years became a major player in the business. With a reputation … Read more…

Management 101 – Part 4 – Control

The first three installments in this series covering management’s most basic principles addresses Planning, Organizing, and Training. Once those have been done, or more realistically, once those are being done, the final principle is that of controlling action. If nothing is moving, the first challenge is to get things moving in an orderly manner. One … Read more…

Management 101 – Part 1 – PLAN

POTC – the four elemental components of any effective management strategy I am still in Uganda and will be for several more weeks. It is my privilege to be training some new managers as they make the transition into the realm of those who lead others. I am well aware of the Peter Principle which … Read more…

The all in – all out school of management…and why it does not work

Ok, we have to admit it. We are busy. Too busy. There are meetings to prepare for and participate in. There are reports to write, read, review, comment upon, and process. The day’s schedule is very often controlled by someone else or at the very least, torpedoed by unplanned events. In my time management seminars, … Read more…

9 tasks, #4 – Managing – The 4 laws that demand your attention to keep your organization running smoothly

For centuries inventors have dreamed of a perpetual motion machine, one that will run unattended forever. No such machine exists nor can it in this environment. Leaders have dreamed of a perpetual motion company too, one that will run never needing attention. If there is a common failing in novice leaders it is that one. … Read more…

How to multiply your effectiveness – the 4 levels of ability in your associates

  NOTE: This post is a continuation of a topic I started last week. If you haven’t read it already, I suggest you begin with “How to multiply your effectiveness – 2 critical assessments you must make.” I ended the previous post with a promise to disclose how Louis rated himself. But before I do … Read more…