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
Despite fluctuating economic times and increased globalization
of American jobs, most employers are finding it hard to keep
good workers. The reality of today's job market is that workers
are expecting more from their employers and are not afraid to
move on if their needs are not met by your organization.
Based on compelling data from the Society for Human Resource
Management and others who study workforce trends, leading
organizations must take time to analyze their retention
realities and e
Mergers, acquisitions, layoffs, reorganizations, change. . . all
of these modern-day business phenomenon have had a tremendous
impact on the level of trust in most organizations. Gone is the
era of lifetime employment. Today, organizations consider
themselves lucky to retain an employee for five years. And, when
we analyze the reasons for this change of landscape, most of the
data points to one issue: employees don't trust employers and
employers don't trust employees.
Yet, organizations don'
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
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
Performance goals should be set with employees, not for
employees. The purpose of setting performance goals is to give
employees targets on which to focus. If the employee has not
participated in the establishment of these goals, they are less
likely to buy-in to the goals and less likely to find them
motivating. Involving employees in the goal setting process is
Here are some tips for developing goals on a mutual basis with
• Find a time when you and the employee can