Let’s say you have to brief the boss on the status of a project. How can you do it best? Here’s a five-step process you can use for a meeting, an email message or a stopped-in-the-hallway request for an update. This process will help you make it obvious to the boss that you’re on top […]
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What You Can’t See There are innumerable resources on how to be a more effective leader, but what if you asked the people you work with – what advice would they give you? Would they tell you to take your greatest strengths and run with them? Or Would they suggest some areas to work on? […]
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“We have no more right to consume happiness without producing it than to consume wealth without producing it.” George Bernard Shaw (1856 – 1950) Irish playwright and a co-founder of the London School of Economics
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The biggest problem with business, in a one-sentence capsule, is: People exhibit misplaced priorities and impatience… seeking profit and power, possessing unrealistic views of purpose, and not fully willing to do the things necessary to sustain orderly growth and long-term success. What organizations and individuals started out to become and what we’ve evolved into being […]
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The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb Black swan events are by definition unpredictable, catastrophic, and retrospectively believed to have been fully predictable and by extension less impactful. About the Reference In his book, The Black Swan: The Impact of the Highly Improbable, Dr. Nassim Nicholas Taleb illustrates the […]
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It’s the age old question of which is more valuable, knowledge or experience. Those arguing for experience rightfully suggest that ‘the numbers’ can be deceiving and that the nuances of a given circumstance – unaccounted for by broadly applicable models and high-level, quantitative facts – often dictate the best course of action. Those favoring knowledge would argue that no two situations are exactly alike and that the underlying nuanced conditions providing success in the past likely went unrecognized and represent the very differences that will cause an experienced-based decision to go awry. The question is, Who is right? – those favoring knowledge or those favoring experience? Our answer is neither and both. We believe the best decisions are made using a well-proportioned blend of both knowledge and experience.
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Every decision made represents a risk to the organization; some large, others small; some immediate, others latent; some positive, others adverse. Regardless of the impact, it is desirable to have each decision bring optimal benefit to the organization. Achieving these frequent, repeatable, and positive results requires a mechanism to drive consistency in decision-making; consistency that is only achieved through established procedures on which decision-makers are trained and against which performance is evaluated and acceptable behaviors reinforced.
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“It is the nature of all greatness not to be exact.” Edmund Burke (1729 – 1797) Anglo-Irish statesman, author, orator, political theorist, and philosopher Remember to avoid using absolutes…
There are people in every organization you know whose titles indicate they are leaders. Often, and unfortunately, their employees beg to differ. Oh, they don’t say it directly, not to the boss’s face, anyway. They say it with their ho-hum performance, their games of avoidance, their dearth of enthusiasm. Leaders – real leaders who have […]
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How to Give a Briefing that Impresses the Boss
/in Business Communications, Practices for Professionals/by Bill RosenthalLet’s say you have to brief the boss on the status of a project. How can you do it best? Here’s a five-step process you can use for a meeting, an email message or a stopped-in-the-hallway request for an update. This process will help you make it obvious to the boss that you’re on top […]
Your Personal Path to Better Leadership
/in Management & Leadership, Practices for Professionals/by Emma WilhelmWhat You Can’t See There are innumerable resources on how to be a more effective leader, but what if you asked the people you work with – what advice would they give you? Would they tell you to take your greatest strengths and run with them? Or Would they suggest some areas to work on? […]
Leadership Inspirations – The Right to Consume
/in Leadership Inspirations/by StrategyDriven“We have no more right to consume happiness without producing it than to consume wealth without producing it.” George Bernard Shaw (1856 – 1950) Irish playwright and a co-founder of the London School of Economics
What Really is The Big Picture of Business
/in Tactical Execution/by Hank MooreThe biggest problem with business, in a one-sentence capsule, is: People exhibit misplaced priorities and impatience… seeking profit and power, possessing unrealistic views of purpose, and not fully willing to do the things necessary to sustain orderly growth and long-term success. What organizations and individuals started out to become and what we’ve evolved into being […]
Recommended Resource – The Black Swan
/in Recommended Resources/by StrategyDrivenThe Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb Black swan events are by definition unpredictable, catastrophic, and retrospectively believed to have been fully predictable and by extension less impactful. About the Reference In his book, The Black Swan: The Impact of the Highly Improbable, Dr. Nassim Nicholas Taleb illustrates the […]
Decision-Making Best Practice 14 – Balanced Use of Knowledge and Experience
/in Decision-Making, Premium/by StrategyDrivenIt’s the age old question of which is more valuable, knowledge or experience. Those arguing for experience rightfully suggest that ‘the numbers’ can be deceiving and that the nuances of a given circumstance – unaccounted for by broadly applicable models and high-level, quantitative facts – often dictate the best course of action. Those favoring knowledge would argue that no two situations are exactly alike and that the underlying nuanced conditions providing success in the past likely went unrecognized and represent the very differences that will cause an experienced-based decision to go awry. The question is, Who is right? – those favoring knowledge or those favoring experience? Our answer is neither and both. We believe the best decisions are made using a well-proportioned blend of both knowledge and experience.
Leadership Inspirations – Finding Yourself
/in Leadership Inspirations/by StrategyDriven“Adversity introduces a man to himself.” Anonymous
Decision-Making Best Practice 13 – Document the Decision-Making Process
/in Decision-Making, Premium/by StrategyDrivenEvery decision made represents a risk to the organization; some large, others small; some immediate, others latent; some positive, others adverse. Regardless of the impact, it is desirable to have each decision bring optimal benefit to the organization. Achieving these frequent, repeatable, and positive results requires a mechanism to drive consistency in decision-making; consistency that is only achieved through established procedures on which decision-makers are trained and against which performance is evaluated and acceptable behaviors reinforced.
Leadership Inspirations – Avoid Absolutes
/in Leadership Inspirations/by StrategyDriven“It is the nature of all greatness not to be exact.” Edmund Burke (1729 – 1797) Anglo-Irish statesman, author, orator, political theorist, and philosopher Remember to avoid using absolutes…
Have You Earned the Right to Lead? Ten Deeply Destructive Mistakes That Suggest the Answer Is No (and How to Stop Making Them)
/in Management & Leadership, Practices for Professionals/by John HammThere are people in every organization you know whose titles indicate they are leaders. Often, and unfortunately, their employees beg to differ. Oh, they don’t say it directly, not to the boss’s face, anyway. They say it with their ho-hum performance, their games of avoidance, their dearth of enthusiasm. Leaders – real leaders who have […]