Monday, January 14, 2019

The Bellwether Effect


I'm being inspired today by a new book I am reading - The Bellwether Effect - by Lance Secretan. It blew my mind that he describes FEAR as the ruling theory of modern leadership and human resources policy:

"Fear is the common theme that underpins the behavior of Dark Triad (machiavellianism, narcissism, and psychopathy) personalities, and fear is the main driver of modern leadership and human resources policy..."
If you want to see where you are in terms of a Dark Triad personality, you can take a short assessment at the link below. https://lnkd.in/eYD2GtG You hear much these days about work being "broken" and needing fixing. Could anyone honestly refute that? Read Lance Secretan and you can find out what to do if you have a leadership or HR role in your organization. He sees the big picture and connects the quality of our corporate organizations to the health and quality of our respective societies.

Monday, November 26, 2018

Call Problems Problems




I'm republishing some short articles that appeared in a newsletter I once had. This is the first.  I hope you will take something away. I am generally open to feedback, but don't push it. I got no more bubbles to burst. 


Saturday, November 10, 2018

In Appreciation For





Wally Bock.

For all he has done to help the profession of management/leadership.

He is an unsung hero. 

Wednesday, October 17, 2018

If Humility Is So Important, Why Are Leaders So Arrogant?

Another probing question that focuses on the current state and perpetual state of Schpleadership.

From the Harvard Business Review. 

Monday, October 9, 2017

The Things You Can Learn During A Root Canal




Sent to the management of my company recently: 


 I was in the endodontist’s chair yesterday morning for about 45 minutes.  A dental assistant student from Augusta Tech assisted Dr. Jason Sayer for the entire procedure.  I witnessed on-the-job training (OJT) up close and personal.

Dr. Sayer said “perfect” to that student at least 15 times.  He said “excellent” to her, probably more. She would hand him instruments and he would say “thank you.”  He coached her on a number of things during the procedure: how to better sit while working to preserve her back for a long career, the benefits of using the high-powered scope while working rather than the naked eye, (“once you get used to it, you’ll never go back,”) the proper way to handle instruments to avoid hurting herself, suggesting that she straighten out her instruments tray when there were a few minutes without action in my mouth…

That young woman was extremely fortunate to be working with Dr. Sayer; to receive that caliber of training and coaching.  He affirmed and encouraged her countless times, he coached her with patience and positive feedback.  He was extremely courteous. 

What would keep any of us from training and coaching the same way he did with our new employees, or our established employees that need to perform new duties?  We are the kind of company that sometimes can “hire for attitude and train for skills.” 

I hope that Dr. Sayer’s example will set the standard when you train for skills.  Our people are more likely to become excellent team members for our benefit if you do.

Michael Wade's recent post on Praise inspired me to post this.  

Thursday, February 2, 2017

Trump The Firer

Image result for define strongman


Does it trouble you like it troubles me that the country elected a president that built a TV brand, and made tremendous, tremendous, loads of money, a fantastic amount (I'm channeling him there) on his show around "firing" people in front of quite a few others, not to mention the television audience.

OK Eclecticity, "that's entertainment." Well I suppose it is, to some people.

Monday, May 11, 2015

Management Self-Awareness



How are we managers to respond to such a damn damning statement?

I recently developed a "Supervisor 101 Workshop" with two colleagues. The impetus was the history of chronically poor supervision at my organization.  So many don't even know the basics.  "101." And frankly I was tired of receiving complainants into my office either for an exit interview providing me yet more evidence of what I knew or the visit was to inform me about the misdeeds and unfair practices of their supervisor. 

I've done two sessions thus far and each time, when I listen to myself, I get a uneasy, yet valid conviction, that my 101 skills are not hardwired in me as a, by now, life-long "manager."  

It wouldn't hurt if ALL managers would take this Deming quote to heart, take a few heaping spoonfuls of humility, and look for the ways we make problems for our organizations and our team members.  

There will be a natural reaction to Deming's indictment by most self-respecting managers:  "I'm one of the 15%."

Sorry Charlie.  Odds are you aren't.  

 Thank you Michael Wade.

Sunday, January 18, 2015

Thursday, August 28, 2014

Taking Your Work Home With You


Organizations underestimate the damage done, both at work and in the home lives of employees, by an abusive boss.

Michael Wade, The Execupundit