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Home Archive for category "Decision-making"

“The majority of meetings should be discussions that lead to decisions.”

“People who enjoy meetings should not be in charge of anything.”   ~  Thomas Sowell “Has anyone ever said, ‘I wish I could go to more meetings today?’”  ~  Matt Mullenweg “Meetings are indispensable when you don’t want to do anything.”  ~  John Kenneth Galbraith I was going to say that meetings get a bad rap,

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“The best ideas for improving a job come from those who do it every day.”

A lot has been written lately about “employee engagement” . . . some of it right here. The Gallup organization, which has studied it for many years, says employee engagement can be measured by the strength of the emotional connection an employee feels toward his or her company.  If the employee sings the company song,

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“Much of what we call management today consists of making it difficult for people to work.”

Noted business author and keynote speaker, Dan Pink, talks about motivation . . . a lot. He talks about what motivates us and what does not.  He talks about which motivators work and which do not.  One of his favorite topics is “if-then” motivators.  “If you do this, then you’ll get that.”  Those motivators grew

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“Why Do Smart People Fail?”

Decision-making and leadership are two CEO skills inextricably entwined.  It’s true that you can be a world class decision-maker and still be a lousy leader . . . that is, you can be a great decision-maker but still have other behavioral characteristics that disqualify you as a great leader.  However, the  reverse is not true. 

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“What Everybody Knows Is Frequently Wrong.”

In his book, “A Class With Drucker” William Cohen talks about the “lost lessons” he learned from renowned management guru, Peter Drucker, as a first-year graduate student in Drucker’s classroom.  One of those lessons was to disregard so-called “conventional wisdom,” avoid being a crowd follower, and draw your own conclusions about a situation based on

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Are you a bad boss? (Part 2)

My previous posting asked, “Are you a bad boss?”  I then offered a number of bad boss behaviors (poor emotional control, indecisiveness, micromanaging, etc.) for your consideration.  Well, I apparently missed a few.  I have gotten some notes (from people, I assume, who are bad bosses themselves, who are recovering bad bosses, or who at

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Are you a bad boss?

An old adage says, “People don’t leave their companies, they leave their managers.”  There are lots of reasons an employee may leave a company . . . higher pay, better hours, shorter commute, etc. . . . but in many cases, a bad boss is in there too.  Think about your own work experience and

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Be decisive. Get focused. Take a nap.

Successful people have always been, and continue to be, studied, researched, and analyzed endlessly.  Why?  Because we want to learn what makes them tick.  We want to find out what they do (or don’t do) that makes them more successful than the rest of us.  I recently read two online articles, each describing a characteristic

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“At the end of the day, you bet on people, not strategies.”

The Filene Research Institute is a think tank aimed at helping credit unions find ways to operate smarter, more efficiently, and more effectively.  An acquaintance of mine who manages a credit union shared one of Filene’s reports with me.  The title of the report is “Attributes and Skills of Highly Effective Credit Union Managers,” but

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Learn to delegate

I’ve written about delegation before, but I continue to think about it because so many small business owners don’t do it very well. Entrepreneurs often like to pull all the significant levers in the business and push all the important buttons.  They built the business and know the critical parts of it better than anyone,

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