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

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,...
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Why you need FAT people to work for you and with you.

Why you need FAT people to work for you and with you.

In earlier posts I wrote about the three benefits of an effective strategic team; that they will 1) extend your reach, 2) multiply your effectiveness, and 3) divide your work. Admittedly that is easier said than done. Hiring the right people is not a simple task. Of the many factors that must be considered –...
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7 reasons why “one and done” doesn’t work for leaders

7 reasons why “one and done” doesn’t work for leaders

There is a good deal of satisfaction in finishing a job. I make lists of tasks then check them off as they are done. I’ve noticed, as I am certain you have, that many tasks are done repetitively.  It takes one skill set to start up a business but another skill set to keep it...
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Helping your associates grow

Helping your associates grow

I want a staff entirely populated by trusted associates. Everyone does but hardly anyone has a staff who function at that level all the time. Someone somewhere at some time is unaware, that is to say, they are unconsciously incompetent. You’ve probably seen this chart but I’ve put it in for a visual reference. Louis,...
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How to multiply your effectiveness – the 4 levels of ability in your associates

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...
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How to Multiply Your Effectiveness – 2 critical assessments you must make

How to Multiply Your Effectiveness – 2 critical assessments you must make

Jeff does not enjoy performance appraisals. His lack of enthusiasm for the task stems not from any reluctance on his part to scrutinize and identify strong and weak places in his staff’s performance nor does it arise from apprehension over the need to make corrections if needed. Indeed, Jeff’s lack of enjoyment comes from his...
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Barrier #4 – We Lead By One Approach Most of the Time

Barrier #4 – We Lead By One Approach Most of the Time

Our particular, and in some cases peculiar, personality style gives rise and abets a favorite leadership style. In the 1960's, Douglas McGregor’s study suggested two divergent leadership/management styles – Type X and Type Y. The Type X style, according to the researcher, is a top-down, task oriented style. Type X managers favor giving orders, making...
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Barrier #3 – We Have Preferences Because of Our Personality

Barrier #3 – We Have Preferences Because of Our Personality

Every person is a blend of attitudes, opinions, gifts, and experiences. There are open people who will readily reveal things about themselves. Others who are more closed would not tell someone very near them. Some are quite direct and to the point. Others can be so indirect that some consider them devious, even scheming and...
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Barrier #2 – We Can Do Many Things, But Not Everything

Barrier #2 – We Can Do Many Things, But Not Everything

In the previous post I defined Barrier #1 - We Have Limited Time. Today I will define barrier #2 - We can do many things but we cannot do everything. (Hint - this is a longer article than I normally like to post but I am confident you will find it worthwhile.) So then, what...
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The first of 4 barriers that hinder you from reaching your circle of concern

The first of 4 barriers that hinder you from reaching your circle of concern

There are four barriers that stand in the way of everyone and anyone. Once you realize what they are and define what they do, then and only then can you determine what abilities an associate should possess. You cannot readily find the people and means to overcome the barriers until you know what they are. ...
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