Whose fault??
Mistakes are rarely made by one person – in fact they are usually down to EVERYONE, because anyone could have done something to avoid it, but nobody did. This is […]
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Reward is Bribery
Did you know that rewarding people doesn’t work? Well, yes it does get them to do what you want, (and quickly, and without you having to think and without you
“We don’t need training” (when they do)
There are several ways that this “denial of need” can happen: The result of the above is that I get asked “…..so can we have something advanced or special rather
Is Security a delusion?
I was having a really interesting conversation with my friend Anthony Willoughby yesterday, and he was saying that Belonging and Recognition are everything, because they create our identity which then
The Leadership alphabet
Appraisals Back to the floor once a year Challenges and variety Delegate at 80% – not risky if you monitor Empowerment – which requires trust Freedom ladder Growth – training
Are you managing cats or dogs?
When you’re thinking about your management style, there are two questions: how much to involve people in the planning (depends on their knowledge and brainpower) and how much freedom to
The J of motivation
If you start at the bottom of the J, there are two ways you can go. The left hand route is the “push” route, where you force or threaten people
How can queues increase so much, so suddenly?
The length of queues will be proportional to “headroom”, and small changes in supply or demand can made a big difference to headroom, and therefore to the lengths of the
Is it always worth delegating?
Leaving aside the risk of the job going horribly wrong (which actually can’t happen if you monitor properly, but that’s another story) is there a risk that the job will
13 unexpected leadership ideas
Leadership is not all common sense. That’s why it’s worth training your managers, and going on a course yourself. Here are 13 ideas that you probably won’t have discovered yourself,
Ten quick wins – to be a great boss
Final thought – are you as good as you think? Which of these could you be better at? Could you measure these, for you and for your managers? And track
New Job – what to do, and NOT do…
What should you do in your first six months as a manager in a new job? I would say there are three steps: Sponge, Vision, and Action 1. Sponge Soak
What should a good manager DO?
Here’s a great list: https://www.loc.gov/extranet/cld/workforce-performance/PerformanceDrivers.pdf. It’s interesting that of the 106 things that managers do when they are trying to improve performance, only 9 of them make a big difference
The cost of doing change badly
Have a play and see how much the people side costs you if you get it wrong! The people side of project management / the people side of change is
Ownership – it’s a big motivator
Does everyone has something they own – and is everything owned by someone? Someone can own two things, but not ‘no things’. But a thing cannot have two owners, or
Thanking someone who you don’t like
This is a true story – from when I worked in a printing press factory in Bristol I hope you enjoy it as well as learn some new ideas from
