Category : Leadership

Leadership Motivation

Manage Ego, Grow Collaboration, Engineer Communication, & Gain on Business Success

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“Collaboration is the best way to work.  It’s the only way to work, really.  Everyone’s there because they have  a set of skills to offer across the board.”
– Antony Starr

Leaving egos Behind in Business

“Your ego can become an obstacle to your work. If you start believing in your greatness, it is the death of your creativity.”
– Marina Abramovic

Moving into the new age of business management and development requires a new approach – high end collaboration, nimbleness, flexibility. It takes making maximum use of all communication opportunities inside, outside, and between everyone with a vested in your organization.

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Clarity Leadership

Decision Points, Delegation, Process and Business Development

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“The secret is to gang up on the problem, rather than each other.”
– Thomas Stallkamp

Power silos, executive silos, departmental silos, and failure to reach out and gather information wherever it is available has been the downfall of many executives and companies. This failure to reach out has negatively affected decision points, neutralized the power of delegation and collaboration, and limited process and business development.

Decision Points

A decision point is that point at which you decide to change some aspect of your business that involves redirection. The decision has an impact on operations: how you deliver services, produce product, or interact with your suppliers, contractors, and target client group or groups. It is a turning point.

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Leadership

The Abrasive Boss: Business Impact, Cost, Survival and Intervention – Part II

The Abrasive Boss
Tangible and Intangible Costs

One of the primary clues that you have an abrasive boss in residence is a high turnover rate among employees, and long term employees are there because they can’t afford to quit, but are often into what I call the R3 mode – resist, resent and revenge.  Productivity is often below standard. (A side note: Abrasiveness can also be a characteristic of staff whose behavior is just not being handled by the boss. This situation can also result in unhappy employees, R3 mode, and increasing turnover.)The problems: the work keeps getting interrupted with resignations, hiring details, orientations for new employees, and sick days for illness or injuries on and off the job among the longer term employees.  Doesn’t matter where you are: high turnover = low morale.

The real problems begin to occur as gradually, the ‘soft’ expenses begin to rise and encroach on the profit margin. The cause: reduced teamwork; training time costs as in- house staff are pulled away from their regular duties to train new employees; close to a six month lag time in maximum output as new employees get up to speed; employee payouts as they leave and, increasing sick days and lost work days among those who stay, adding to the tally of decreasing output.  Doesn’t matter where you are: low morale = lowered output.

The slide to left side of the ledger is often insidious. Unless someone is paying close attention, it may not be noticed until it is a challenge to financially manage a turnaround.  Because the costs are ‘soft’ costs when a part time employee or short-term employee leaves, an organization may not actually cost out the actual expense. This is a mistake. The costs are real in real time.  More companies are now paying attention to those costs, but not always diagnosing the right problem.

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