How truthful are you with your employees or direct reports? Although management requires a certain level of discretion, there’s a fine line between being discreet and being deceptive.
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Are you constantly battling cynicism on your team? Are your plans and suggestions often met by negative comments from the same naysayers?
If so, Management Today provides a handy guide to preventing the cynics from infecting your team.
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.
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.
Do you feel that your work as a manager is getting more and more complicated? You are almost certainly right.
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).
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).
If the benefits of a new idea will start to come through in six years’ time, and the full benefits in 20 years, is that idea likely to be implemented?
‘Mavericks’ are by definition rare beasts in business management or any other organised activity.
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’.
Human resource management, like all aspects of business, is subject to fads and fashions which seem so important when they are launched but soon disappear into the fog. Among the most popular at present are coaching and mentoring, employee engagement and HR shared services provision.
When the CEO of the mighty Wal-Mart asks the UK government for protection from competition from Tesco, one fifth its size, it is clear something significant is going on. The rise of Tesco is not explained by its being better at dominating its home trade than Wal-Mart in the markets it serves in the US. Both benefit from enormous scale and purchasing power.
The corporate goal of every organisation is to survive, so goes the famous mantra from business guru Tom Peters.
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.
Artifical barriers between leaders and led are only one obstacle to true teamwork.
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.
People are the key to organisational success, and also the cause of corporate failure.
Management and numbers go together like Scylla and Charybdis.
The romantic image of the founder-millionaire wearing overalls. tinkering visibly with some mechanical marvel in workshop or lab, is often reality.
To achieve anything, you must have a direction, a purpose, an aim.
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.
Managers are constantly asked to behave like entrepreneurs.
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.