 Category :: Management Articles |
Author :: David Meyer  |
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| Article Title :: Micromanagement and Delegation |
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| Micro-Management and Delegation
Recently I had a long discussion with a friend of mine about Managers and managing. She is a for (read full article) |
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| Category :: Management Articles |
Author :: David Meyer |
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| Article Title :: Keeping and Motivating the Best Employees |
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| Keeping and Motivating the Best Employees
In "You Win With People" we talked about the need to hire the very best people to build your team. Now that you've done that the question becomes, how do you keep them, and how do you keep them motivated.
(read full article) |
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| Category :: Management Articles |
Author :: David Meyer |
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| Article Title :: People Are Our Most Important Asset! |
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| How many times have you heard or uttered this phrase in the last 5 years or so. As a "reformed accountant" this phrase makes me cringe more than any other business euphemism being espoused today.What exactly is an asset? The dictionary defines an asset as "A valuable item that is owned". From an accounting standpoint an asset might be a desk, building, computer, or a truck. The one thing almost all assets have in common is that they are depreciated, or used up by the company until they are worthless. Then they are discarded.Now you can understand why that phrase makes me cringe. Certainly there are exceptions to the "use and discard" rule. Land, securities, or even artwork a (read full article) |
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| Category :: Management Articles |
Author :: David Meyer |
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| Article Title :: The Ivory Tower Syndrome |
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| "His cardinal mistake is that he isolates himself, and allows nobody to see him; and by which he does not know what is going on in the very matter he is dealing with. - Abraham Lincoln on his reason for relieving Gen. John C Fremont of his Missouri command. (September 1861)How many times have you been given direction from your boss or the "head office" where you find yourself just shaking your head, wondering how the executive team could possibly have made such an uninformed decision? Maybe they have implemented a new cost control program that eats at the heart of your implementation process, putting you into a position where you can't possibly meet your delivery commitments. Or th (read full article) |
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| Category :: Management Articles |
Author :: David Meyer |
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| Article Title :: The Communications Myth |
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| Living in the 21st Century is truly marvelous, isn't it? We live in a world of instant communications where everything we need to know is right at our fingertips. The moment anything of significance occurs it is instantly transferred around the globe making us the most well informed generation in the history of the world.Why is it then that communications is such a problem in the modern workplace? Why do so many employees believe that key decisions of upper management, or even their immediate management are not being communicated to them?Don't believe me? Then go out and ask the rank and file in your company about the companies' direction; the department's goals and objectiv (read full article) |
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| Category :: Management Articles |
Author :: David Meyer |
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| Article Title :: The Truth About Performance Reviews |
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| Now that it is January, many of you are putting together, or have just finished putting together your annual Performance Appraisals for your staff. Feedback on performance is certainly one of the most critical aspects of personnel development and one that deserves to be taken very seriously. But after 25 years of managing people I am going to finally confess how I feel about the whole process.
I HATE Performance Appraisals. I hate giving them. I hate receiving them.
Whew! I feel better getting that off my chest.
Some of you may feel that there is an incongruity between my statement that feedback is critical in development and my disdain for Performance App (read full article) |
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| Category :: Management Articles |
Author :: George Ebert |
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| Article Title :: The Truth? |
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| The pure and simple truth is rarely pure and never simple. Oscar Wilde
The truth. So alluring. So promising. If we only knew the truth, everything else would just fall into place. Sadly, the "truth" of a relationship, situation or event is always hard to come by.
The fact is that no matter what the relationship, situation or event, what you see is never what you get --WYSINWYG for short. No matter how new your software, fast your computer, good your analysis or frequent your focus groups, you will always operate on partial information. You’ll never fully know the "truth." But there is real power in WYSINWYG. It reminds us that there is (read full article) |
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| Category :: Management Articles |
Author :: George Ebert |
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| Article Title :: Hold Your Applause! |
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| It’s amazing what you can accomplish if you don’t care who gets the credit. Harry S Truman
President Truman had decided that Secretary of State, General George Marshall’s name should be attached to his plan for massive European relief following World War II. Many in the White House objected, believing instead that the President should get credit for the initiative. Truman, however, wisely recognized that a reluctant Congress would have a much harder time voting down a plan that carried the name of one of America’s greatest wartime heroes. Truman was right and the Marshall Plan provided the foundation for Europe’s spectacular post war recovery. (read full article) |
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| Category :: Management Articles |
Author :: George Ebert |
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| Article Title :: Think it Over |
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| You can’t solve a problem with the same thinking that created it.
Albert Einstein
Every decision is a deliberate act. It’s the result of a well rehearsed pattern. Using this pattern, we often gather data, analyze it and draw conclusions without much conscious effort. We do it because it works. And it works because our life experience has refined the technique that brings us the best results -- most of the time.
These patterns of decision making are usually helpful. After all, if we had to go through a six step decision making process every time we wanted to start the car or make a pot of coffee, we’d (read full article) |
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| Category :: Management Articles |
Author :: George Ebert |
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| Article Title :: Just The Facts |
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| Attitudes are more important than facts.
Dr. Karl Menninger
Attitudes are intangible and highly personal. They’re based on your experience, but more importantly, on your interpretation of that experience. That is, how you understand the “facts” of a given situation. People who interpret the facts of their experience positively tend to be self-confident. Not surprisingly, the best predictor of success is your level of confidence. Confident people tend to initiate action and control their environment--even under difficult conditions. Your degree of self-confidence will determine the kinds of risks you take, the amount of effort you’ (read full article) |
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