The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.
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Growing numbers of employees want to work more flexibly in order to achieve a better balance between their jobs and the rest of their lives. But while growing numbers of organisations are trying to accommodate their employees’ requests, they are doing it not out of altruism but for good business reasons.
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).
‘Mavericks’ are by definition rare beasts in business management or any other organised activity.
What’s the most valuable attribute that a manager can possess and develop?
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’.
When work is offshored, whether to India, China, Russia, etc, one key question that the end-user organisation needs to resolve is how to staff the operation. Offshore staffing issues are prevalent, whether the firm offshores to a captive operation or to a third party supplier. To maintain and improve the level of service, it is crucial that the highest quality of staff be found.
The first 100 days in any new job are highly charged with opportunity, expectation and, yes, tension. Amplify those emotions if a newly hired person is joining a corporate board of directors or stepping into a senior executive position. And turn that dial a notch higher still if the individual is assuming the role of Chief Executive Officer.
Chaos theory maintains that a butterfly flapping its wings in one part of the world can starts a chain of events that leads to a hurricane elsewhere. If only this Butterfly Effect could be applied to a company's expenditure on leadership training, where frequently large sums of money seem to result in little or no direct bottom-line benefits.
When dealing with an organisation – from inside or outside, and whether as customer, employee, investor, or supplier – there always seems to be scope for better leadership. But where should you go looking for it? Do you need to be an explorer, architect, miner, or gardener?
Management and leadership alike obviously and entirely depend on the brain - the most complex organ in the human body and one that, even today, is not fully understood. The better leaders and managers do understand its workings, however, the better they are able to use this complexity – and improve their results.
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.
To achieve anything, you must have a direction, a purpose, an aim.
Success in management and success in sports have the same roots.
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.
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.
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.
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...
I get the feeling that in the constant struggle between leadership and management, leadership is getting the upper hand.
Jack Welch, chairman and CEO of General Electric from 1981 to 2001, was a highly emotional leader who deliberately used his emotional force as a powerful management tool.