Lately we hear a lot about all kinds of mistakes made by people around us: investment mistakes, foreign policy mistakes, personal relationships mistakes and so on. In many cases we find it very easy to identify ourselves with the heroes of the story because we made similar mistakes or were about to make them. Nevertheless, why did the subject of making mistakes become so popular? Continue reading
There are several terms not so pleasant to our ears that seem to dominate the news lately, terms like sequestration, spending cuts and most of all – austerity. The abundance of these subtractive terms in the media may well mean that they pretty much define the current situation, and we, as Managers, will need to adjust to function in this situation, because it’s unlikely to dissolve quickly.
Let’s try to understand what Austerity means from Management perspective and what tips we may use to lead our teams successfully despite the harsh environment. Continue reading
When previously discussing Risk Management I already mentioned that the possibility of being biased while making a critical decision or engaging in important activity is a risk in its own right, that should be managed along with other risks. What are the peculiarities of managing your biases as risks in regard to what we know about the known types of Risk Responses in Management? Continue reading
When I’m asked to provide consulting services not inside our familiar corporate environment, but to small businesses and start-ups, I frequently find myself in a somewhat awkward position. You see, many business owners do not see themselves as managers.
As many people who start their businesses today have actually left the corporate environment to seek independence, it seems that severing all ties with their previous life is more important to them than the success of their business. Continue reading
I’ve already mentioned how Planning in Management is influenced by concepts devised in the Military. It’s natural, therefore, that today we usually divide Planning into three analytical levels with a strong military flavor: Operational, Tactical and Strategic (a clear example of a classical proverb that in the Military everything consists of three parts :-)). Continue reading
Following post: “Why do you need long-term goals”.
“I have a problem with having too much emphasis on the long-term. When people concentrate on the general vision they tend to forget “small”, but important things like legal aspects, marketing, funding, etc. that can potentially prevent their “great vision” from coming into reality. How do you solve this contradiction?” Continue reading
Disaster Management has one trait that distinguishes it from other fields of Management – its effectiveness is MEASURED IN HUMAN LIVES. Though many of us do not frequently have to provide decisions of the same significance, it’s interesting Continue reading
Let’s admit it: the crisis is no longer at our doorstep, it’s already making havoc inside the house. It’s not a question of falling or not falling from a “fiscal cliff”, it’s a question of having just further cliffs before you instead of straight road.
This may well mean that ALL MANAGERS IN THE NEXT FEW YEARS ARE GONNA BECOME CRISIS MANAGERS. Continue reading
Following the post This is Sparta?!! – Since when did it become a norm not to achieve any result?
Question:
“Why unsuccessful managers are not eliminated by an evolutionary process? The answer I suggest is: it is because starting from a certain level in the hierarchy manager can always Continue reading
As you may have noticed from my previous posts, I’m a big fan of movies, especially classical ones, and nothing has more class on a square foot of film than the 007 series. I frequently find myself exchanging reviews with my friends and putting the movie’s messages (subliminal or obvious) under scrutiny, Continue reading
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