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Have you ever heard someone say, “What we need around here is more accountability”? If so, you are in good company because accountability, how to get it, and why people don’t have more of it is a popular topic in today’s workplace. I encounter this complaint from the managers in my MBA classes as well as Continue reading The Two Sides to Getting “More Accountability”  We often get upset with ourselves when we forget something. We also get upset with others when they forget. It seems we think that people are suppose to remember and that forgetting is somehow a mistake – particularly if it something important to us. No doubt forgetting causes problems, particularly when other people depend on Continue reading Forgetting is the Norm – So Remind Them While I was preparing for my MBA class last week, I got an email from Larry Winget on a recent blog post entitled “Its Easier to be Stupid” in which he makes the case for how much easier it is to not do something, or to let others do things for us, than it is Continue reading "Its Easier to be Stupid" – Larry Winget Many of us confront challenges at work. Some of these are easily resolved. Others are more persistent. One reason challenges persist is because we don’t accept any responsibility for them. I recently gave an assignment to the managers in my MBA class on management in which they were to identify their top three persistent challenges. In Continue reading Top Management Challenges: Are We Being Victims? When changes fail, resistance frequently gets the blame. Rather than blame resistance, however, managers could learn to use it to make changes more successful. Most organization changes fail to deliver their intended results. When asked why, managers and executives overwhelming blame resistance for the failures. In one study, 62% of the managers asked replied that resistance Continue reading Stop Blaming Resistance and Start Using It Management is considered a profession. One characteristic of a profession is that it certifies when its members have attained a particular level of proficiency. So why don’t we certify managers? Yesterday I met Marcia Reynolds, a former president of the International Coach Federation (ICF). She was telling me that one of the concerns executives have in Continue reading We Should Certify Managers Next week I start teaching my MBA class on management. In preparation, I have been reading some new books, such as Animal Spirits and Nudge. What I have read has raised some interesting questions about how to get what students learn in the class to translate into their jobs. In short, how Continue reading Making In-Class Management Education “Ready-to-Hand” We have a new dean at the Fisher College of Business. She is Christine Poon, former Vice Chairman for Johnson & Johnson. She began on April 1st and she is a game changer. Why? Because she is showing regard and respect for others. I have had the opportunity to work for six different Deans at three Continue reading A Game Changer – Showing Regard and Respect for Others People have an average of 11 minutes in which to do something before they are interrupted. If you would like fewer interruptions, you might try using this tip. A few months ago, I had the pleasure of training the managers of COSI here in Columbus. They, like most people, were having problems getting all their work Continue reading A Tip for Controlling Interruptions Managers seem to be looking for a holy grail of management – the one tip, technique, method, or style that will finally make leadership and management easy – at least for them. But could this search be a source of dissatisfaction and unhappiness? I am in the midst of preparing my upcoming MBA class on management. Continue reading Are Managers Depressing Themselves? |
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