Decision makers select from an array of choices the course of action their organization will take; voiding several other possible alternatives. Since there is seldom a perfect solution option to resolve any particular issue, some aspects of the problem will remain unaddressed and/or some excessive action taken. Furthermore, it is impossible to consider all circumstantial variables when making any decision. These decision-making process limitations often lead to unintended consequences, some of which may so adversely impact the decision’s outcomes as to render it a failure or significantly diminish its return on investment.
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“The chief merit of language is clearness, and we know that nothing detracts so much from this as do unfamiliar terms.” Galen of Pergamon (129 – 199) Prominent Roman physician, surgeon and philosopher
The Transformative CEO: Impact Lessons from Industry Game Changes by Jeffrey J. Fox and Robert Reiss About the Reference The Transformative CEO by Jeffrey J. Fox and Robert Reiss identifies a number of common personal qualities and approaches taken by celebrity CEOs in building or turning around their companies. Jeffrey and Robert then breakdown these […]
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Individuals at all levels of an organization are under increasing pressure to do more and more in less time. Concurrently, they are bombarded with rapidly growing amounts of data that must be synthesized and processes into usable information and applied to their everyday decisions and actions. Consequently, methods of presenting information in a more rapidly digestible fashion greatly benefits the receiver and increases the likelihood that the conveyance will be recognized, understood, and acted upon.
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It’s no surprise the late Steve Jobs’ favorite music was written and performed by Bob Dylan and The Beatles. I just finished his biography and it was as compelling a book as Atlas Shrugged. Anyway, about three months ago I started a column about the 1964 Bob Dylan song, “The times they are a-changin.’” An […]
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Projects, like other business activities, involve meetings and approvals. The difference between project and routine business meetings is that a project is not an ongoing concern; therefore, its meetings tend to be periodic, sporadic, or driven by one-time needs rather than recurring with some regular frequency. Consequently, these off-routine meetings and approval review sessions are a disruption to non-project team executives, managers, and contributors; representing something these individuals naturally resist so to protect the time for their normally scheduled duties.
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“The way to get things done is not to mind who gets the credit of doing them.” Benjamin Jowett (1817 – 1893) Tutor and administrator at the University of Oxford, theologian and translator of Plato
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Executive Wisdom: Reflections For Today’s Leaders by Reynier Lezcano About the Reference Executive Wisdom by Reynier Lezcano is an A to Z collection of leadership wisdom covering personal behaviors and situational approaches. These insights are presented as brief passages that are well indexed for quick situational reference. Benefits of Using this Reference StrategyDriven Contributors like […]
Developmental Stage Movement In time, Stage 1 teams arrive at Stage 2. Stage 2 teams will either get stuck in Stage 2 or move on to Stage 3. Stage 3 teams can slip back into Stage 2 or move on to Stage 4. Progress or slippage depends on whether the team builds on its momentum […]
Distractions abound in every environment. Whether they are audible or visual, these disruptors detract from the communication between individuals. Such communication barriers may lead to the misunderstanding of directions provided by one person to another resulting in errant execution of a desired process.
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Decision-Making Best Practice 15 – Identify the Unintended Consequences
/in Decision-Making, Premium/by StrategyDrivenDecision makers select from an array of choices the course of action their organization will take; voiding several other possible alternatives. Since there is seldom a perfect solution option to resolve any particular issue, some aspects of the problem will remain unaddressed and/or some excessive action taken. Furthermore, it is impossible to consider all circumstantial variables when making any decision. These decision-making process limitations often lead to unintended consequences, some of which may so adversely impact the decision’s outcomes as to render it a failure or significantly diminish its return on investment.
Leadership Inspirations – Communicating Clearly
/in Business Communications, Leadership Inspirations/by StrategyDriven“The chief merit of language is clearness, and we know that nothing detracts so much from this as do unfamiliar terms.” Galen of Pergamon (129 – 199) Prominent Roman physician, surgeon and philosopher
The Transformative CEO
/in Recommended Resources/by StrategyDrivenThe Transformative CEO: Impact Lessons from Industry Game Changes by Jeffrey J. Fox and Robert Reiss About the Reference The Transformative CEO by Jeffrey J. Fox and Robert Reiss identifies a number of common personal qualities and approaches taken by celebrity CEOs in building or turning around their companies. Jeffrey and Robert then breakdown these […]
Evaluation and Control Program Best Practice 4 – Show It Visually
/in Evaluation & Control Program, Premium/by StrategyDrivenIndividuals at all levels of an organization are under increasing pressure to do more and more in less time. Concurrently, they are bombarded with rapidly growing amounts of data that must be synthesized and processes into usable information and applied to their everyday decisions and actions. Consequently, methods of presenting information in a more rapidly digestible fashion greatly benefits the receiver and increases the likelihood that the conveyance will be recognized, understood, and acted upon.
The good times. The bad times. The changin’ times.
/in Change Management/by Jeffrey GitomerIt’s no surprise the late Steve Jobs’ favorite music was written and performed by Bob Dylan and The Beatles. I just finished his biography and it was as compelling a book as Atlas Shrugged. Anyway, about three months ago I started a column about the 1964 Bob Dylan song, “The times they are a-changin.’” An […]
Project Management Best Practice 9 – Identify the Gatekeepers
/in Premium, Project Management/by StrategyDrivenProjects, like other business activities, involve meetings and approvals. The difference between project and routine business meetings is that a project is not an ongoing concern; therefore, its meetings tend to be periodic, sporadic, or driven by one-time needs rather than recurring with some regular frequency. Consequently, these off-routine meetings and approval review sessions are a disruption to non-project team executives, managers, and contributors; representing something these individuals naturally resist so to protect the time for their normally scheduled duties.
Leadership Inspirations – How to Get Things Done
/in Leadership Inspirations/by StrategyDriven“The way to get things done is not to mind who gets the credit of doing them.” Benjamin Jowett (1817 – 1893) Tutor and administrator at the University of Oxford, theologian and translator of Plato
Executive Wisdom: Reflections For Today’s Leaders
/in Practices for Professionals, Recommended Resources/by StrategyDrivenExecutive Wisdom: Reflections For Today’s Leaders by Reynier Lezcano About the Reference Executive Wisdom by Reynier Lezcano is an A to Z collection of leadership wisdom covering personal behaviors and situational approaches. These insights are presented as brief passages that are well indexed for quick situational reference. Benefits of Using this Reference StrategyDriven Contributors like […]
Creating Customer Focused Teams, Part 3
/in Management & Leadership, Marketing & Sales/by Bruce HodesDevelopmental Stage Movement In time, Stage 1 teams arrive at Stage 2. Stage 2 teams will either get stuck in Stage 2 or move on to Stage 3. Stage 3 teams can slip back into Stage 2 or move on to Stage 4. Progress or slippage depends on whether the team builds on its momentum […]
Human Performance Management Best Practice 6 – Repeat Backs
/in Human Performance Management, Premium/by StrategyDrivenDistractions abound in every environment. Whether they are audible or visual, these disruptors detract from the communication between individuals. Such communication barriers may lead to the misunderstanding of directions provided by one person to another resulting in errant execution of a desired process.