The Failure of “Don’t Bring Me Problems, Bring Me Solutions!” February 27, 2012
Posted by Jeff Fuchs in change management, leadership, workforce.Tags: change management, leadership, workforce
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Jamie Flinchbaugh writes about the management line that solutions, not problems, should be brought to the management’s attention, saying this is wrong. Oftentimes, bringing attention to problems is conflated with whining. Rather, talking openly about problems and identifying problems is the only way to begin to solve them. And that takes courage.
Check out Jamie’s excellent post here.
Why Won’t They Tell Me There is a Problem? February 27, 2012
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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Jamie Flinchbaugh presents a list of reasons why people have trouble bringing attention to problems. Those reasons include fearful employees imagining they will be blamed, and the defeatist idea that bringing a problem to light won’t make a difference. These reasons must be overcome in order to properly address problems.
Head on over to read Jamie’s article here.
So You Want to be a Change Agent: Are You Weird Enough? January 30, 2012
Posted by Jeff Fuchs in culture, leadership.Tags: culture, leadership
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Lonnie Wilson, the founder of Quality Consultants, has penned an interesting article over at Industry Week. In it, she discusses how those seeking to change a company must be a mix of two things: different enough to change the company, and credible enough to change the company. A simple, yet logical and credible way of being both, is asking questions about the company’s culture. By asking challenging questions, one can be viewed as both objective and “weird”.
Read Ms. Wilson’s article here.
So You Want to be a Change Agent: Are You Weird Enough? January 30, 2012
Posted by Jeff Fuchs in culture, leadership.Tags: culture, leadership
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Lonnie Wilson, the founder of Quality Consultants, has penned an interesting article over at Industry Week. In it, she discusses how those seeking to change a company must be a mix of two things: different enough to change the company, and credible enough to change the company. A simple, yet logical and credible way of being both, is asking questions about the company’s culture. By asking challenging questions, one can be viewed as both objective and “weird”.
Read Ms. Wilson’s article here.
U.S. Employee Trust Still Low January 30, 2012
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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According to an analysis done by HRM Guide on a Maritz Research survey, American workers –especially in the current economic climate –do not trust management. Among the notable findings are that 25% of American workers are less engaged with their bosses this year than last year, and that a paltry 7% believe that management is consistent with their words. In research done by the Corporate Executive Board, management can change this in several ways, including engaging workers in strategic planning and recognizing and rewarding quality workers.
To read the analysis at length, please head here.
U.S. Employee Trust Still Low January 30, 2012
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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According to an analysis done by HRM Guide on a Maritz Research survey, American workers –especially in the current economic climate –do not trust management. Among the notable findings are that 25% of American workers are less engaged with their bosses this year than last year, and that a paltry 7% believe that management is consistent with their words. In research done by the Corporate Executive Board, management can change this in several ways, including engaging workers in strategic planning and recognizing and rewarding quality workers.
To read the analysis at length, please head here.
No Room for “Doubt” in the Vocabulary of a Good Leader December 19, 2011
Posted by Jeff Fuchs in leadership.Tags: leadership
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In an interview with IndustryWeek, Larry Bossidy underscores a number of important points about what makes a good leader. Among them is the idea that to do something company-wide, a good leader must first him/herself understand it. Also important is that once a leader commits, he or she cannot harbor any doubts.
Check out the interview with Larry here.
No Room for “Doubt” in the Vocabulary of a Good Leader December 19, 2011
Posted by Jeff Fuchs in leadership.Tags: leadership
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In an interview with IndustryWeek, Larry Bossidy underscores a number of important points about what makes a good leader. Among them is the idea that to do something company-wide, a good leader must first him/herself understand it. Also important is that once a leader commits, he or she cannot harbor any doubts.
Check out the interview with Larry here.
How Not to Demotivate People December 18, 2011
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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In a refreshingly motivational video hosted at LSS Academy, Jim Collins, author of the bestselling book Good to Great, talks about how not to demotivate people. Jim recommends confronting the brutal facts, not ignoring them. He recommends getting thoughts from others rather than just declaring what should be done. Jim also says that success should be touted, because everyone wants to be part of something that works.
Watch the Jim’s video here.
How Not to Demotivate People December 18, 2011
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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In a refreshingly motivational video hosted at LSS Academy, Jim Collins, author of the bestselling book Good to Great, talks about how not to demotivate people. Jim recommends confronting the brutal facts, not ignoring them. He recommends getting thoughts from others rather than just declaring what should be done. Jim also says that success should be touted, because everyone wants to be part of something that works.
Watch the Jim’s video here.
How Bad Plans and “Good Ideas” Ruin Meetings December 18, 2011
Posted by Jeff Fuchs in leadership, strategy.Tags: leadership, strategy
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David Allen, writing at FastCompany for the magazine’s Leadership Hall of Fame Series, talks about planning and ideas. David defines five steps your brain takes when tackling just about any task, including defining the purpose and principles, and outcome visioning. These steps should be taken and understood in order to plan correctly.
I’ve used David Allens techniques for a couple years now, and it has had a remarkable impact on my productivity and organization.
For the complete list, and David’s full article, head here.
How Bad Plans and “Good Ideas” Ruin Meetings December 18, 2011
Posted by Jeff Fuchs in leadership, strategy.Tags: leadership, strategy
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David Allen, writing at FastCompany for the magazine’s Leadership Hall of Fame Series, talks about planning and ideas. David defines five steps your brain takes when tackling just about any task, including defining the purpose and principles, and outcome visioning. These steps should be taken and understood in order to plan correctly.
I’ve used David Allens techniques for a couple years now, and it has had a remarkable impact on my productivity and organization.
For the complete list, and David’s full article, head here.
Work Smart: Live and Work With a Bias Toward Action December 18, 2011
Posted by Jeff Fuchs in leadership, strategy.Tags: leadership, strategy
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Scott Belsky, writing at FastCompany, set out to discover the best process for managing projects. He discovered a common theme about action, and talks about it in a video. He explains how the most successful projects have an orientation toward action.
Watch Scott’s creative and informative video here.
Work Smart: Live and Work With a Bias Toward Action December 18, 2011
Posted by Jeff Fuchs in leadership, strategy.Tags: leadership, strategy
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Scott Belsky, writing at FastCompany, set out to discover the best process for managing projects. He discovered a common theme about action, and talks about it in a video. He explains how the most successful projects have an orientation toward action.
Watch Scott’s creative and informative video here.
Humility, Respect, and… Ignorance November 17, 2011
Posted by Jeff Fuchs in leadership, lean.Tags: leadership, lean office
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Kevin Meyer, writing at the Evolving Excellence blog, talks about the second pillar of lean: respect for people. Mr. Meyer is convinced most lean efforts fail because they focus on waste elimination rather than respect for people. A large part of that respect is a solid ethical foundation, which is severely lacking in leadership, written off as “ignorance”.
Check out Mr. Meyer’s blog post here.
Humility, Respect, and… Ignorance November 17, 2011
Posted by Jeff Fuchs in leadership, lean.Tags: leadership, lean office
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Kevin Meyer, writing at the Evolving Excellence blog, talks about the second pillar of lean: respect for people. Mr. Meyer is convinced most lean efforts fail because they focus on waste elimination rather than respect for people. A large part of that respect is a solid ethical foundation, which is severely lacking in leadership, written off as “ignorance”.
Check out Mr. Meyer’s blog post here.
How to Give the Perfect TED Talk November 17, 2011
Posted by Jeff Fuchs in leadership, personal productivity, Uncategorized.Tags: leadership, personal productivity
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Statistician Sebastian Wernicke has analyzed over 600 TED talks to discover what works and what doesn’t. Technical terms, mentions of the New York Times, and slides make talks less popular, while more engaging talks use props, informal terms, and staying within an eighteen-minute period.
Check out the other interesting thoughts and facts here.
How to Give the Perfect TED Talk November 17, 2011
Posted by Jeff Fuchs in leadership, personal productivity, Uncategorized.Tags: leadership, personal productivity
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Statistician Sebastian Wernicke has analyzed over 600 TED talks to discover what works and what doesn’t. Technical terms, mentions of the New York Times, and slides make talks less popular, while more engaging talks use props, informal terms, and staying within an eighteen-minute period.
Check out the other interesting thoughts and facts here.
Getting Lean Right: Lessons Learned from a Lifetime of Lean April 20, 2011
Posted by Jeff Fuchs in leadership, lean.Tags: leadership, lean
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IndustryWeek Hall of Famer George Koenigsaecker, who has personally put eleven companies on lean paths, has also completed a book about lean as well. Called Leading the Lean Enterprise, he talks about his experiences with certain companies, tools of the lean trade, and what really makes a difference in terms of lean implementation –and that is sustainable culture. Mr. Koenigsaecker utilizes the Toyota TrueNorth Metric System for sustainable culture, including the ideas of quality improvement and human development.
Check out the IndustryWeek write-up here.
Getting Lean Right: Lessons Learned from a Lifetime of Lean April 20, 2011
Posted by Jeff Fuchs in leadership, lean.Tags: leadership, lean
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IndustryWeek Hall of Famer George Koenigsaecker, who has personally put eleven companies on lean paths, has also completed a book about lean as well. Called Leading the Lean Enterprise, he talks about his experiences with certain companies, tools of the lean trade, and what really makes a difference in terms of lean implementation –and that is sustainable culture. Mr. Koenigsaecker utilizes the Toyota TrueNorth Metric System for sustainable culture, including the ideas of quality improvement and human development.
Check out the IndustryWeek write-up here.
(Complaining About) Resistance is Futile April 20, 2011
Posted by Jeff Fuchs in culture, leadership, workforce.Tags: culture, leadership, workforce
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Mark Graban highlights a common problem on his Lean Blog. He speaks of how leaders complain that their employees are resistant to change. Quoting writer Stephen Parry, Mark explains that resistance to change is due to a lack of leadership. Indeed, he notes, blaming others for lack of change is a convenient excuse. Instead of complaining about resistance, leaders should seek to understand specifically why their employees are resistant.
Check out Mr. Graban’s post here.
(Complaining About) Resistance is Futile April 20, 2011
Posted by Jeff Fuchs in culture, leadership, workforce.Tags: culture, leadership, workforce
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Mark Graban highlights a common problem on his Lean Blog. He speaks of how leaders complain that their employees are resistant to change. Quoting writer Stephen Parry, Mark explains that resistance to change is due to a lack of leadership. Indeed, he notes, blaming others for lack of change is a convenient excuse. Instead of complaining about resistance, leaders should seek to understand specifically why their employees are resistant.
Check out Mr. Graban’s post here.
Twelve Signs Arrogance is Running Your Company February 21, 2011
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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Alaina Love recounts a story over at Bloomberg Businessweek of the departure of an up-and-coming worker who was slated for leadership, but quit because management wasn’t receptive to his suggestions of sustainability. Ms. Love proceeds to list twelve signs that any given company is being run by arrogance. Among them including hiring and developing talent, ultimately refusing to listen to their input; leaders dictate more than they listen; and a company rationalizing its mistakes rather than learning from them.
Check out Ms. Love’s article here.
Twelve Signs Arrogance is Running Your Company February 21, 2011
Posted by Jeff Fuchs in leadership, workforce.Tags: leadership, workforce
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Alaina Love recounts a story over at Bloomberg Businessweek of the departure of an up-and-coming worker who was slated for leadership, but quit because management wasn’t receptive to his suggestions of sustainability. Ms. Love proceeds to list twelve signs that any given company is being run by arrogance. Among them including hiring and developing talent, ultimately refusing to listen to their input; leaders dictate more than they listen; and a company rationalizing its mistakes rather than learning from them.
Check out Ms. Love’s article here.
Individual NFL Player Incentives: Why Are They Necessary? Do They Distort the Game? February 21, 2011
Posted by Jeff Fuchs in culture, leadership.Tags: culture, leadership
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Mark Graban over at Lean Blog has taken to analyzing an ESPN discussion about individual NFL player incentives. Some maintain that individual incentives are necessary for performance, but others maintain that they distort play and corrode the intrinsic worth of the game itself (winning and making it to the playoffs).
Check out Mr. Graban’s analysis here.
