Top Posts & Pages
- Does the fish rot from the head down? When organisations go toxic
- More words and phrases that kill customer service
- RBS vs. Lehman Brothers failures in leadership, culture, and regulators.
- To get better complaints: help the customer to complain
- Three reasons why Apple will disappear by 2020: What Machiavelli tells us about managing Apple’s future.
Tag Archives: Senior management
UK College of Policing published a report on police leadership culture. The report found that the top officer culture is problematic as it encourages bullying, sexual harassment, and a sense of entitlement to legal and illegal perks. The report describes … Continue reading
When we hear about a corrupt organisation we often are surprised and outraged. What we fail to consider is that all organisations are never completely healthy. They are all ill to some extent. They will have practices that are dubious, … Continue reading
In any organisation, you have to discuss bad news but few people consider where it is discussed. How you discuss bad news will influence, if not determine, the success of your company. The issue is more than critical upwards communication … Continue reading
As a chief executive or as a senior manager, you will want to know the health of your organisation. You will want to know if the organisation can carry out your vision. Are staff engaged with the company? Will they … Continue reading
In an earlier post, I discussed the myth of the rogue employee. The post focused on how the term was used when an organisation wanted to scapegoat an employee. When that happened, I argued that the organisation used the term to … Continue reading
As middle manager, I have been thinking a lot about how I do my job. As a colleague explained to me, “We are the jam in the sandwich.” I liked the idea because it shows a central, sweet, and connective … Continue reading
In trying to manage, it is important to start by understanding the issue or the problem before trying to solve it. As Peter Drucker wrote, an effective executive asks, “What needs to be done?” Often times, a manager may believe … Continue reading
The manager’s role is changing. The new organisation, connected and networked, requires managers to deal with internal and external issues. The required skill set is changing. In the past, the focus may have been on service delivery based on top … Continue reading
We often hear management gurus advising us that effective and successful leaders know how to prioritise their work and the work of their company. To an extent, they are correct. What is left unsaid and not discussed is how those … Continue reading