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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 as a printed newsletter, Letter to Thinking Managers, 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

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…

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...

Five ingredients of a successful leader

How the boss behaves has a profound effect on how other managers perform - and thus on the performance of the entire outfit.

That's a self-evident truth, acknowledged by most people. But few bosses acknowledge the corollary: that inferior performance is partly their fault.

The simple secrets of business communication

All sportsmen know that the basic essentials of their game can be expressed in very few words.

Why a clear management hierarchy is essential

All empires famously carry within them the seeds of their own decay.

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.

Corporate strategy: the need for flexibility

When markets are changing rapidly and unpredictably, strategies and tactics must also be flexible.

So revolutionary companies, within a broad visionary context, delegate strategic planning to business units which are able to adapt swiftly to shifting markets. Using IT, the centre controls without interfering. One of the key controls is planning itself.

The power of statistics in business management

Management and numbers go together like Scylla and Charybdis.

Renew your strategy - or die

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

Case study: FWWH agency – a failed double partnership

Everybody makes mistakes. But the biggest mistake of all is failure to learn from error. The lessons of misjudgements, miscalculations and mismanagement teach more than success - if you're prepared to face the realities of failure.

Soichiro Honda, manager and entrepreneur

The romantic image of the founder-millionaire wearing overalls. tinkering visibly with some mechanical marvel in workshop or lab, is often reality.

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.

Why customer satisfaction should be your number one goal

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

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