Due to the overwhelming amount of information in a networked world, the emphasis on IT research and practice has shifted from producing information to controlling and managing it. Competitive advantage goes to the intelligent and agile organizations. Competitive advantage is goes to the intelligent and agile organizations, and only those that have mastered the arts of discovering new value propositions, nurturing customer relationships, and executing their core functions rapidly and faultlessly will survive. How quickly an organization achieves this advantage depends on its ability to assemble information quickly and then effectively act on it.
A recent tweet about President Trump’s desire to exclude officers from a discussion on ground conditions in the Middle East sparks a discussion on effective feedback. What does it take for feedback to be truly effective? It’s just three things.
Standards. We live in a world of standards. We apply standards to everything: accounting, the environment, quality, behavior, health, safety, employment, trade, professionalism, food, transportation, technology, and the list goes on and on. We have standards we have to meet at work, standards we have to meet at home, and standards we set for ourselves and those we apply to others. Everything has a standard because everyone has a standard they apply to everything.
You know what I think about achieving goals? Everyone has a passion for something, a powerful, compelling drive to achieve a goal. I saw a meme recently that speaks to this quite well:
“When it’s time to fight, you fight like you’re the third monkey on the ramp to Noah’s ark…and brother it’s starting to rain.”
If you’re passionate about something, you’re willing to fight for it. You don’t take “no” for an answer and you won’t let anything stand in your way. The fight can be a hard one or easy depending on the process you employ in realizing your passion.
You know what I think about business ethics? It’s the topic of today’s episode and is in three parts. In relation to business ethics, the term ‘ordinary decency’ refers to the moral standing of an organization where honesty and fairness, a refraining from coercion and physical violence, and a respect for the law are its guiding principles. The cornerstone of this principle is honesty and honesty is built on truth.
You know what I think about change management? There are a number of change management theories and processes “on the books” today. And each and every one are more or less just variations of Kurt Lewin’s foundational three phase change process of unfreezing, transitioning, and refreezing. In this podcast, I share various techniques manager’s utilize in carrying out Lewin’s change model.
You know what I think about Leadership and Management? You lead people and you manage things. This is the accepted axiom and implies that leadership and management go hand-in-hand. Management is a function and deals with supervision and exercising control, while leadership is about relationships, influence, and inspiration. In order to successfully develop and implement a corporate strategy, a leader must first be an effective manager.
You know what I think about drug addiction? Drug addiction is a devastating illness that wrecks lives and families, but unless the issue touches us personally we don’t see it, do we? It doesn’t really affect us, right? Wrong. Almost 15 million Americans suffer from addiction and 11 million of them are gainfully employed–they work for us. And we may never know it because they’re afraid. Afraid of losing their jobs, their families, of being stereotyped. So they hide their addiction and keep working. And it costs American businesses billions dollars a year in lost productivity, absenteeism, workplace injuries, and turnover. In a zero tolerance world, can we have empathy and accountability for those suffering from drug addiction or are the two antithetical?
You know what I think about the hiring process? If you do a Google search for “how to hire the right people” you’ll find a plethora of posts on leadership qualities and attributes, but there’s not a lot of process-oriented information. There’s a lot of advice for job candidates, but if you’re a hiring authority, well, we just never really got a lot of training, did we? During the course of my career, I’ve hired hundreds of people, and for various level roles, entry-level, mid-level managers, and professionals. I’m certainly no expert, and although I didn’t always get it right, more often than not, especially at this point in my career, I do get it right. So, today, I’d like to share with you my process for hiring the right person. I’ll explain each step in the process, and provide real-life example of that step in action. Although, there’s really no way to eliminate all risk when hiring, these five steps will help you mitigate the risk.
You know what I think about project management? Historically speaking, project management was around long before it was known as “project management”. Although we don’t know exactly how the pyramids of Egypt were constructed, we do know the Pharaoh had managers overseeing their construction. It wasn’t until the early 20th century that we started to explore Project Management as a formal scientific process. Since then it’s evolved into a field of study and a career path. And it’s still evolving. In this podcast, I’m pleased to share an interview with Paul Gallagher, who has applied the basic tenets of project management, namely managing resources, maintaining schedules, and coordinating different activities and tasks, into a framework for life. He calls it “The Amazing Me Project”.