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Posts Tagged ‘management’

on waste


Here I am not thinking about green issues or recycling in particular, although these are important and do form part of my thinking on this subject, but the overall issue is of wasting anything. Taking offence has become an international pastime, but we choose whether or not to be offended and my preference is not to take umbrage at almost everything, why, because it is a waste of my time and emotions and the one thing that does offend me is waste. Read more…

on the EFQM model


Back in the early nineteen nineties I was introduced to the EFQM (European Foundation for Quality Management) model and, like many of my peers, I struggled with the company-wide desire to implement it, but one aspect of being taught to use it stuck with me and made an important addition to my management tool box. Read more…

on demotivating people


We all have obsessions and those of us who lead teams may have a few for we are driven people. We like to refer to these foibles as being focussed, having a clear vision or something of that kind, but behind whatever management speak we wrap it up in we are still obsessed.

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on negotiation, part two


One of the early lessons that I grasped in my management career was that you always needed to know what would happen if you did nothing. It may sound odd to an outsider, but a manager is always under pressure to do better and that requires change to some, or greater, degree and to do that you need to know what will happen if you do nothing.
When you go into a negotiation you also need be aware of what will happen if you fail to reach a deal. You will have your desired outcome, your concessions, your drop-dead option, your giveaways and your deal breakers and have a plan to work to. You will have all the intelligence that you can muster on the opposition and, once in the room, have your radar on as you probe and respond to their probes in return. Read more…

on the boss being loose in the building


It was a message that would reach me from time to time in my first major operational role. Out of a workforce of around 700 on site around two thirds of them worked for me and for “The Boss”, who normally only moved from the main entrance to his office and back with the occasional foray to the gents, the canteen or the conference room, to be roaming was both unusual and dangerous. Read more…

on the leadership advice that no-one gave me


Last week I was asked what advice I could give to someone who was about to make the move up from the shop floor to their first management position. It’s forty five years since I had my own first go at taking that step and the memories of it are still painful today. Read more…

but in the end nobody did it


We all know the lines about everybody knowing that somebody would do it, but in the end nobody did it; it’s a little off pat, but rings nicely true and it sums up one of the basic issues of leadership that is often overlooked (see foot of blog for the full story). Read more…