In his book The Human Brain That Changes Itself Dr Norman Doidge explains how the human brain is as malleable, not only in infancy as previously understood but well into adulthood and old age. In classical neuroscience, the adult brain was considered an immutable machine, it was all about evolution and genes, what you got… Continue reading »
Oct
26
Who Knows What in Your Organization?
Wall Street Journal October 26 2009 “In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don’t even know they exist.” Great article talks about assisting staff and mangers to locate the expertise they need within… Continue reading »
Oct
23
Twenty Habits to Cultivate to be an Effective Leader Manager
A few thought starters to help us function more effectively as leaders and mangers: HABIT 1: Delegate don’t abdicate… when giving tasks to ‘subordinate’ staff, we need to maintain responsibility for the result (the thing many of us want the least), whilst giving away our authority (the thing many of us want the most). In… Continue reading »
Oct
21
Sound Advice from Jack Welch
“The Economist” Magazine once described Jack Welch, the ex-boss of General Electric as… ‘the man who has some claim to being the world’s most successful manager of the past quarter century’. A few quotes I have collected over recent years may give us some insights into the issues we as managers need to consider; ‘the… Continue reading »
Oct
20
Time to Turn Your Business Model Upside Down Part Two
WHEN YOU INVERT THE PYRAMID WHAT DOES EVERYONE DO? For those of us working in rapidly changing markets (all of us) where inverting the pyramid is the least we need to do, what are the new priorities for each group: For the STAFF that deals face to face with this powerful ‘new’ customer the struggle… Continue reading »
Oct
20
Time to Turn Your Business Model Upside Down Part One
Historically businesses have built the management structure based on a pyramid resembling early military and bureaucratic structures where the power and decision making was with a select few at the pinnacle. Under this tradition the customer (enemy in the case of the military) only received what they were seeking at the whim of that elite… Continue reading »
Oct
16
THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS part 4
Finally on this topic… what was… and now what needs to be… two key areas; In TRADITIONAL organizations much was done to train managers to act as the leader. Leadership traits where researched honed and developed. People studied how to become more powerful and influential and how to control communication flows, corporate budgets and scarce… Continue reading »
Oct
15
THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS part 3
To continue… In TRADITIONAL organizations assessments of efficiency where based on top down periodic performance reviews, appraisals where given against pre-set standards and often only conducted on an annual basis. In ENTREPRENEURIAL organizations we need to implement performance management on a continuous basis through a system of reviews, personal development discussions and 360-degree analysis of… Continue reading »
Oct
14
THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS – TWO
To continue with the changing role of managers… In TRADITIONAL organizations managers coordinate and tell their subordinates what the company wants and how to do it right the first time. In an ENTREPRENEURIAL organization managers need to troubleshoot and facilitate between entrepreneurial employees, other stakeholders, production equipment and corporate systems. WHY… the increasing use of… Continue reading »
Oct
12
THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS – ONE
The nature of management responsibility at work is rapidly changing and traditional methods of measuring effectiveness are no longer adequate. Performance now needs to be viewed from a totally new perspective. In a TRADITIONAL organization management was responsible for monitoring and checking work of subordinates, i.e. checking on efficient levels of ‘inputs’… raw materials, staff… Continue reading »
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