All senior level executives and managers are asked to develop and present a strategy, whether global strategy, regional strategy, or simply strategy for a team or department they oversee. Many managers create long slide presentations with lots of data to justify why their strategy is right. However, the most persuasive managers talk about all the reasons their strategy might be wrong. Continue reading
There is no such thing as a labor shortage. There are more excellent people out there right now than you can possibly hire, and you can have them—if you do things right!
Last week, I discussed what to let go in order to grow your business in the midst of a labor shortage. This week, as promised, I discuss what to take on. Below are my top four.
There is no such thing as a labor shortage. In reality, there are more excellent people in Japan than you could possibly hire. You can have them, if you do things right.
The first step in growing a business, even in a labor shortage, is deciding what to cut. If you find that your business is dealing with the current labor shortage by taking more on and clinging to what you have, then heed my advice. If you want to grow, you must first let go. Let go of what, you ask? Read on, and I explain the top four.
If you want traction for change among individuals in your organization, it is only when there are clear standards of performance or behavior, accountability to meet them, and support to help people succeed that a change can take hold. In my experience, a deficit in any one of these three will alter the way any change is treated and viewed, and will lose traction as a result.
Projection and empathy are not the same thing, but they are often confused. Empathy is the ability to understand how someone is thinking, whereas projection is presuming a person thinks like you. Be careful not to project when it is empathy that you intend. Continue reading
Unsolicited feedback is meant only for the benefit of the person who gives it and never for the person to whom it is given. I pay it no heed. Neither should you.
“I am reading every book by Peter Drucker I can get my hands on.” That’s what Tsukuba International School Principal, Shaney Crawford, said to me nearly nine years ago. Never before, nor since, has any salaried manager or company CEO ever told me anything even remotely similar even though this is precisely the type of self-education that most ought to be doing. When Shaney Crawford asked me to serve on the school’s board, I immediately agreed.
Engagement surveys mask both organizational dysfunction and organizational health. If you are using their results to make decisions, you are at risk of making the wrong ones.