"Frank's skill in asking the right questions is un-mistakable, and is at the core of his leadership philosophy.

The power of these questions cannot be underestimated, especially if you want to lead and not manage."
—John Cave
Westhaven Worldwide Logistics

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Archive for the 'Management' Category

02/11/2010

The conventional definition of management is getting work done through people, but real management is developing people through work.
Agha Hasan Abedi

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What Would You Do?

The team you are part of has a team player that is everything but a team player.

To make things worst—this team player is beloved by the boss. No matter how bad he acts, the boss forgives.

This specific team player gets rewarded for having an attitude—while the others are stuck with the dirty work.

What would you do?

Talk to the boss?

Leave the team?


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Human Resources

We hear it all day long: Human resources are the most important resource of a company.

But, in most companies nobody knows—or seems to care—about the value and competencies of employees. Leading to inefficient staff. And way too often workers in the wrong position. As a result businesses are faced with increased costs. Studies have shown that there is a relation between profit and growth and the proper use of human resources. Still, companies rarely get past discussion about competency models.

So what is holding so many managers back?

The fear of the unknown?



Being afraid to be replaced by workers?



Or just simple not knowing any better?


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Do You Reward Your Players?

Life is full of examples of how business shouldn’t be done. And still…

A couple of days I watched the scrimmage of some local football teams. The tackling skills of the one player got acknowledged and applauded not by his own team, but the coaches of the opposing team.

Now, step back and look at businesses.

Can’t you easily count many where employees are treated like that: Ignored by the own management but recognized by others?


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Does Every Question Need An Answer?

Of course.

Not!

What’s the point of your questions: To lead or to manage?

If you manage—answers are a must.

If you lead—you leave the room to reply with a question, to not answer at all. In the end, what you as leader care about is to help people grow and change.

Too often people are stuck in the “I have to be provided with everything” mood and expect that even the smallest question is immediately followed by an answer or explanation.

As a leader it is your job to help them to get out of that trap.

Wouldn’t you agree?


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Fit In Or Get Lost!

The coach of a youth sport team said the he doesn’t care about talent. “Those that come to me either fill the position I put them in or they can go!”

While one might argue how easy or difficult it is to spot talent in a youngster—wouldn’t you agree that this is the wrong approach?

What happened to try-outs; to find out weaknesses and strengths? Can you really properly coach or mentor without knowing the talents of the players?

Sure, coaching a team of 11 stars isn’t easy. But neither is directing a movie with 11 stars; leading a stars only sales team; managing a group of excellent programmers…
You get the point!

Still, many try to lead by forcing the “Fit in or get lost” rule.

Do you?


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New Managers Are Needed

When listening to youngsters talking about the established managers a few points always come up:
  • Established managers are uninspired.
  • Too conservative
  • Too inflexible to react to the global markets and the recent economical changes
  • Have no social awareness and / or competence
  • Aren’t willing whatsoever to train the next generation


Yes, many youngsters seem arrogant and very self confident.

But, if only parts of the complaints are true—they really have to be, right?

And established management must change or die, right?


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Are Team Members More Dependable Than Managers?

You bet!

Most managers can hire and fire team members.

But team members are very limited in firing or hiring managers. Maybe with the exception of the whole team complaining.

This dependability leads to dynamics managers must understand.
  • Needed information might be withheld because out of fear of a weakened position.
  • Information that should have stayed within the team is blurred out to strengthen someone’s position.
  • Responsibility grows with growing power; but most want power without responsibility.
  • As soon as one side abdicates responsibility the needed balance isn’t given anymore.
  • Every team member has a hidden agenda that usually neither matches the team goal nor helps the team to reach its goal.



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