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Robert Heller

Robert Heller (1932-2012) was a renowned author on business management. He wrote over 50 books, including The Naked Manager and The Fusion Manager. Heller founded Leadership Review in order to help ensure today’s managers have easy access to the kind of business wisdom he excelled at. The articles here are a testament to this vision.

Robert Heller, 1932-2012

Robert Heller, management writer, editor, best-selling author and Leadership & Management Review’s founder, died at the age of 80 in August 2012 after a long illness.

Peter Drucker: leadership lessons from the great seer

Thinkers commonly make the gross error of confusing what they see with what they want to see; the great and good thinker only forecasts futures after deep analysis of the most profound source of true knowledge - the present.

The secret of the world's greatest salesman: love your customers

Managers often need reminding that the bottom line may be the end-all of business activity, but that the top line literally comes first.

Are you a stupid manager? Take the test now

The underlying thought of the KISS principle (Keep It Simple Stupid) is that, because managers are none too bright, the greater the complexity, the more likely they are to make a mess of their management.

Mastering complexity in management

Do you feel that your work as a manager is getting more and more complicated? You are almost certainly right.

The Drucker legacy

Few managers today can have escaped exposure to the management industry. They have very likely been taught some aspect of management, been exposed to some new (or once new) management idea, worked alongside expensive management consultants, come across an interesting article in a management journal, even read a whole management book (even if it’s only The One-Minute Manager).

Is your business management philosophy built on flawed judgment?

Interesting evidence about predictions is covered in a book by Philip Tetlock entitled Expert Political Judgment: How good is it? The answer is directly relevant to business management, because fortunes are directly affected by political decisions (and indecisions).

How to be a maverick... and win

‘Mavericks’ are by definition rare beasts in business management or any other organised activity.

The most valuable asset a leader can possess

What’s the most valuable attribute that a manager can possess and develop?

Flawed leadership styles and how to avoid them

Why do business idols, both individuals and firms, develop feet of clay? For anybody who believes this cannot happen to their leader, or their organisation, or even to themselves, the best advice is ‘don’t be so sure’.

A check list for success

A millionaire reader once told me that he had built up his eminently successful business by following these dozen points from my 1980 book, The Business of Winning...

Why it's time to review your pricing strategy

How would you like to achieve the financial benefits of a major company shake-up…

Why customer satisfaction should be your number one goal

What does Mercedes-Benz have in common with H.J. Heinz and Coca-Cola?

The best place for management training? Your very own corporate academy

All companies are management academies, good or bad. Very few concerns see themselves in this light. But companies of all sizes inculcate methods, judge managerial performance, seek to improve it, provide specific training, develop concepts - and, above all, provide an endless stream of real-life case studies.

Renew your strategy - or die

You don't change for its own sake - you change to realise the strategic vision.

Avoid the mistakes that almost wrecked this manager's company

Quality is a word from which few managers can hope to escape for long these days. That's not quality meaning 'goodness, beauty, luxury, brightness or excellence' (to quote guru Philip Crosby), nor even meaning a product free from fault.

The two gifts every good manager should give his staff

Great coaches no doubt differ in their styles as much as great athletes. But the coaches must all have eone thing in common: they are great communicators. It isn't just a question of seeing what the athlete must do, but of persuading the athlete to do it.

What's the real value of your human assets?

Top managers have never lost their fondness for declaring that people are the 'greatest asset' that their corporations possess. Like other popular maxims, this one doesn't survive close analysis.

The small business entrepreneur: learning the big company lessons

Entrepreneurs don't on the whole read management books, and most such books don't seem to be written for them - especially those who run smaller businesses. After all, there's a vast gulf between the scale of business that employs at most 100 people and a payroll in the tens of thousands. The large company can turn over £1 million, not in a good year, but an everyday hour.

Ten important lessons for modern managers

People are the key to organisational success, and also the cause of corporate failure.

Business vision: why you need it – and how to get it

For every business and every manager, there's nearly always a distance between 'where we are' and 'where we want to be'. It's the crucial divide in management, and you won't cross that divide without closing the management gap: that between what needs to be done and actually doing it.

Satisfy your customers to strengthen your business

The concept of the all-powerful customer is nothing new; Peter Drucker wrote long ago that 'there is only one valid definition of business purpose - to create a customer'.

Management styles: are you a Buffett or a Gates?

Every senior manager makes a critical decision every day of his or her working life. Mostly, the decision is unconscious, but is no less vital for that. The issue is simply stated with three questions...

Assess business strengths, weaknesses, opportunities and threats with SWOT analysis

How far is my company away from failure? The question itself sounds like an admission of inadequacy. The confident manager surely doesn't walk around waiting for nemesis to strike. Rather, confident people strut the stage like a colossus, with all the certainty, say, of Bill Gates.

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