We had a choice: Risk losing customers and market share by replacing the original product with an inferior one, or continue with the original formulation and risk losing the goodwill we had built over the years with consumers and other stakeholders. Some on the team argued that we should keep the original formulation and wait it out; others disagreed.
Rob Duke's insight:
Great example of doing what's right in the face of adversity. Saran Wrap and other products changed despite winning formula. See Chester Barnard's "Functions of the Executive" for more on the primary job of the CEO is to be the moral guide of the organization.
You’ve likely heard that multitasking is problematic, but new studies show that it kills your performance and may even damage your brain. Research conducted at Stanford University found that multitasking is less productive than doing a single thing at a time. The researchers found that people who are regularly bombarded with several streams of electronic information cannot pay attention, recall information, or switch from one job to another as well as those who complete one task at a time.
Aside from not speaking up enough, many professionals don’t think about how different types of questions can lead to different outcomes. You should steer a conversation by asking the right kinds of questions, based on the problem you’re trying to solve. In some cases, you’ll want to expand your view of the problem, rather than keeping it narrowly focused. In others, you may want to challenge basic assumptions or affirm your understanding in order to feel more confident in your conclusions.
Rob Duke's insight:
Clarify to gain better understanding;
Adjoin to explore related issues;
Funnel to dig deeper to hidden aspects of the problem; and
Elevate to look at the big picture or raise broader issues.
All of these slow things down, so that you can speed up with the proper understand, all relevant input, and more buy in by interest holders.
Passive aggressive managers will usually be very critical of other people and find it hard to take responsibility for themselves. They will often have a litany of excuses as to why something hasn’t worked out (none of which will have anything to do with them) and become defensive if you try and raise an issue with them. This can make working for them very difficult. “People with passive aggressive type managers often feel confused and under-valued but may not know why, because often the passive aggressive type can appear outwardly pleasant and friendly,”
Rob Duke's insight:
Follow the clues:
• Ignores your suggestions in meetings and then congratulates someone else for the comment or idea. • Takes full credit for the work and presents it themselves, not allowing the person to be recognised for their contribution or introduced to senior leaders. • Doesn’t share information or knowledge believing “knowledge is power” • Makes fun of someone or criticises them in front of others.
“Don’t join in their passive aggressive games,” advises Meager. “Avoid colliding with them in gossip or putting others down, it will only come back on you and you may end up with the blame in the ‘he said, she said game.”
But do address their behavior. Calmly, professionally, and consider seeking another manager as a mediator.
Signs suggest that Michigan’s biggest city, having endured America’s biggest municipal bankruptcy, is getting on the right track. In his first state-of-the-city address last month, Mike Duggan, the mayor, announced that the city will balance its budget this year for the first time since 2002. City services are improving: the number of ambulances has doubled and their response time has dropped from 18 minutes to an average of 11 (the national target time is eight). More than 220 parks have reopened with the help of churches and community groups. The rates of murders, robberies and carjackings are falling (though last year’s 300 murders still make Detroit one of America’s most dangerous cities). More than 35,000 broken streetlights have been replaced. The city is demolishing 200 derelict houses every week.
“The requested records will provide important information about the attitudes of candidates for the office of mayor, about municipal employees, their rights to collective bargaining, the unions who represent municipal employees and other related matters,” Stacey Stone, an attorney for the union coalition, wrote in a motion seeking the injunction.
In the 18th annual PwC survey of chief executive officers, conducted in 2014, many CEOs anticipated significant disruptions to their businesses during the next five years as a result of external worldwide trends. One such trend, cited by 61 percent of the respondents, was an increasing number of competitors. The same number of respondents foresaw changes in customer behavior creating disruption. Fifty percent said they expected changes in distribution channels. As CEOs look to stay ahead of these trends, they recognize the need to change the organization’s design. But for that redesign to be successful, a company must make its changes as effectively and painlessly as possible, in a way that aligns with its strategy, invigorates employees, builds distinctive new capabilities, and makes it easier to attract customers.
You know, it’s not all about incentives. You manage through culture. You manage through managers. You manage by sizing, structuring, territory design, training, and hiring—there are many decisions that drive sales force effectiveness. There’s this idea that unless you put a quarter in, you’re not going to get anything out of someone—that people are coin operated. We have to build a new paradigm.
A survey of CDC employees indicates "a significant percentage of CDC staff have concerns about experiencing negative repercussions, either personally or more generally to the Agency, as a result of reporting incidents."
So you are ready to transform your organization? You want your organization to leapfrog the industry? You want to deliver above industry average growth? And do you know what are the most common mistakes that leaders and even very smart and experienced leaders make? The most common one is sticking with the usual way, the easy way and the proven...
One of the most ubiquitous aphorisms in business is that the best leaders understand the need to “walk the talk” — that is, their behavior and day-to-day actions have to match the aspirations they have for their colleagues and organization. But the more time I spend with game-changing innovators and high-performing companies, the more I appreciate the need for leaders to “talk the walk” — that is, to be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win. The only sustainable form of business leadership is thought leadership. And leaders that think differently about their business invariably talk about it differently as well.
One thing becomes apparent after the honeymoon of a newly-launched career is over: Your employer--whether it’s a scrappy startup or a massive multi-million dollar company--is not your friend. You are a resource. That means the only one you can trust, really, is you. Here's how to keep a cool head and stay in control of your career.
Granted, these studies focused more on the effects of rhythm on the mind rather than on the mind behind the rhythm. Still, drummers' consistent rhythmic focus has positive effects on them and those around them. When drummers bring a steady rhythm (and their corresponding problem-solving abilities) to a group setting, they actually create a "drummer's high" for everyone around them. University of Oxford researchers discovered that when drummers play together, both their happiness levels and pain tolerance increase, similar to Olympic runners. Observing that high led researchers to hypothesize that drumming was integral to community-building and that sharing rhythms could be the sort of behavior necessary for the evolution of human society.
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