Is it OK to not understand the work you manage?
Many people think that as a manager you need to understand the work not only as well as your reports, but even better.
They believe that if they are going to be credible with their team, they have to prove they are the smartest one. Read More
I’m a huge believer in succession planning. But so often, it doesn’t work.
Even when a company talks about succession planning, when there is a big job to be filled, the company goes outside.
I find it interesting is that many companies do one of two extremes when it comes to succession planning:
1. Read More
Collecting all the Cards
Often when I talk to people who aspire to become a general manager they will tell me that they are striving to get experience in every function to prepare themselves.
This is a mistake that I refer to collecting all the cards…
I’ll get experience in Marketing, and Product Development, and Supply Chain Management and Customer Service, and on and on…then I’ll be ready and qualified to become a General Manager or CEO. Read More
As a manger, particularly as a CEO or general manger, sometimes you are going to be in the position of leading a group whose function you have no experience in, and frankly, don’t have a clue about! Read More
Is every manager in your company a good manager?
If you want to positively impact the bottom line in your business, insist that all your managers are good managers.
Bad managers wreak havoc. Bad managers cost growth and profit.
For years I have been trying to figure out why so many leaders tolerate poor execution and do nothing about it.
One unfortunate issue I see quite regularly is simply that some “big” executives seem to believe that execution is beneath them. Read More
People often ask me if it was hard for me to go from running really large organizations to having my own (implied — “much smaller”) company.
This was never an issue for me because I always maintained a psychological distance between the power of my role, (managing a $1B+ global business, multi-hundred-milion dollar budget, and thousands of people) and my own personal power. Read More
A simple question…
One time when I was running a large organization at HP, I asked my financial analyst partner, “What is the current headcount in my organization?”
He said “How accurate an answer do you need?”
I said, “What do you mean?”. Read More
Last week I wrote about the importance of information sharing across an organization. If you missed it it’s a very important idea.
This week I want to share one more example, specifically about an executive’s responsibility to share information with the team — and the value of doing so. Read More
Late last year, I had a big AHA I want to share with you.
Here’s where it came from…
When I do strategy execution work with executive teams, I typically begin with an assessment phase where I talk with people across the organization at multiple levels. Read More