Motivating employees, especially highly competitive employees
like inside and outside salespersons and telemarketers, can be a
challenge. Sure, everyone likes cash, but what if you could
offer a incentive that was worth more than cash? That's what
travel incentives are all about.
What do you think would generate more excitement among your
employees; offering $50 to the person who sets the most
appointments in one day, or offering a 3 day and 2 nights hotel
stay in Hawaii including airfare? I'l
In my recent book, "Strategic Organizational Learning," I made
some controversial remarks about the continuing decline in the
field of OD. Let me be blunt here: "OD is dead."
My comments and the comments of others, such as those of Jerry
Harvey, have enflamed the passions of the few remaining
adherents to the faith known as OD. David Bradford and Warner
Burke have published a new book, entitled "Reinventing
Organization Development," which appears to be a last stand to
defend the faith. (I rec
A Nightmare That Really Happened
Many years ago, when I worked as a manager at a major
corporation, I received a call from a headhunter about a
magnificent job opening. It sounded like the perfect job for me.
So, I went and was interviewed by the vice-president I would
report to, if hired. He told me I was one of two finalists for
the position. A week later, I got on an elevator with a person
who looked totally elated. I asked her why she felt so jubilant.
She proudly told me she was offered
A mark of a good leader is to be able to provide consistent
motivation to his team encouraging them to attain excellence and
quality in their performance. A good leader is always looking
for ways to improve production and standards. Here are six
management skills you can develop as a leader in working to
create a quality effective team.
1. Observation This is an important aspect that often gets
neglected due the demands on a leader's time and schedule.
Observation and regular visits to the wo
In the last quarter of 1980, I was working at an apartment
building called Center Park in south Seattle. Center Park was
the first building of its kind built specifically to accommodate
the needs of people in wheelchairs who could live independently
with some assistance. I and a lady named Virginia were working
there as Personal Care Attendants. We worked very closely with
two disabled men, John Tyler and Ron Schwarz, both now deceased.
I consider us to have been a loosely knit team of all fou
The ability to solve complicated problems quickly is more
important than ever in today's tough economy.
>From the time we're little kids, we're taught to solve problems
by trial and error. That's fine if the problem is as simple as a
burned out light bulb. When the problem is a muddle of business,
technical and political problems, we need something that helps
us untangle the mess. Unless you're Harry Potter, treating a
mess like a burned out light bulb is as effective as wishing for
Tough times mean more meetings. This happens because executives
respond to problems by calling meetings to fix them. And when
the meetings fail to produce results, they call more meetings.
In some companies, people have even called meetings to figure
out why their meetings didn't work.
Rather than watch your boss trudge off to an endless schedule of
meetings, here are things you can do to help make the most of
1) When someone calls to schedule a meeting for your boss, ask
for the agenda
When I was a medical records underling (that was my title, too.
'Underling') at a big city hospital, I and the other underlings
were at a deparment meeting where we were shown a little movie
called: 'Who moved the Cheese?' The movie was taken from the
book of the same name which was told in an overly cute way as a
parable. You know, like none of us watching this were real
adults, but collectively had the mental age of six year olds.
The manager who had the brainwave to show the movie was about
Pull over; IT manager; your license and your reconciliation,
please. Huh? My what? Yep, the software police are at your door;
now what? You may ask, "How did it get to this? We are an honest
company, we 've done nothing wrong — or have we?"
Well, many companies have illegal or improperly licensed
software on corporate IT assets. According to the Business
Software Alliance (BSA), about one in four U.S. companies has
software installed for which they do not have proper licenses.
There's a world of difference between having a strategically
crafted crisis management plan in place and simply having to
manage a crisis, "from the back foot." The world was served a
painful reminder on the subject, by the inept and vintage
cold-war era handling by Russian President Vladimir Putin, of
the Kursk submarine disaster.
Blunder number one was the (then) strangely paunchy Putin not
cancelling his holiday to, guideline number one: Be there. The
most senior possible person must alwa