Tag Archives: management
From Joe Calloway: OK – here’s my answer. It’s the answer for me and not necessarily for you. The answer is that you don’t work with a jerk. My vendors and colleagues aren’t … Continue reading
From Randy Pennington: It depends on your definition of “teamwork.” It is absolutely critical if you define teamwork as everyone having a shared vision; clear roles and responsibilities; delivering their best to help the entire … Continue reading
What kills business success? Five friends – all best selling authors and hall of fame speakers – address this important question in another edition of the Five Friends blog series. Continue reading
From Scott McKain: Customer service is bad at most places, because evidently that is what CEO’s and managers want. What other reason could there be for them to accept such miserable performance? Most care more about selling than serving. We … Continue reading
This would have been the message if the speaker at your last business meeting presented in nursery rhymes:
Jack be nimble.
Jack be quick.
Jack jump over
The candle stick.
You feel better, right? You now know what is expected of you and the definition of success. And, you have no real context for why it is important or idea about how to move forward. Continue reading
The government we want is nimble, flexible, and responsive. The government we experience, in many cases, is slow, cumbersome, and totally unresponsive.
Let’s put this another way: We want our government to operate like our favorite business. We believe, in contrast, that our government is the poster child for lumbering bureaucratic inefficiency and employees who are out of touch with the realities of the marketplace.
Twenty plus years of working with private and public sector organizations has taught me that the truth is actually somewhere between the two extremes.
Leaders distinguish themselves in times of great risk and great reward. Whether it is the political leader who bolsters our confidence in times of crisis or the business leader who follows her instincts to seize an opportunity, we respect and admire the leader who is out front when the stakes are high. Continue reading
Three weeks back I wrote about my exceptional service experience at Sewell Lexus of Dallas. The theme of the post was that it was the Sewell people rather than their product that has kept me as a loyal customer for over 20 years.
The premise behind that post is the same one I offered in my 2006 book, Results Rule!: Fundamentals are the minimum. Being distinctive is the difference if it adds value.
I can purchase a Lexus from a number of different dealers. The quality and service of the Sewell staff makes them distinctive in a way that adds extreme value.
The very nice folks that service GE kitchen appliances just reminded me that you can’t forget the first part of my premise: Fundamentals are the minimum. Because without the fundamentals, there is nothing you can do to stand out with your customers (at least not in a positive way). Continue reading
Every change is evaluated against the result AND the damage inflicted during its implementation. Ignore the people side of the change (feelings and perceptions), and it is only a matter of time before the desired results suffer, too.
The type of change needed in today’s successful organizations is continuous. It is generated from every level, and it requires engagement and commitment from those involved. You can mandate compliance. Commitment and engagement to make change work are volunteered when you focus on more than the end result. Continue reading
There has to be something we can learn from Washington’s failure to address the debt limit, right?
There are three very important lessons about leading change you can take from the chaos over approving the federal budget and raising the debt ceiling.