Hyman G. Rickover’s management fundamentals
For those who came in late… U.S. Admiral Hyman Rickover – “the father of the nuclear navy” was a man who got things done: Within… Read More »Hyman G. Rickover’s management fundamentals
management
Leadership (3): A leader knows what to do…
With those things in mind, here are the fundamental skills of a leader: A leader knows what needs to be done and is able and… Read More »Leadership (3): A leader knows what to do…
Leadership (1): Definition
As the old saying goes, “If you think you’re leading but no-one’s following, you’re just taking a walk.” Leadership is more than simple influence. Everyone… Read More »Leadership (1): Definition
Four Models of Management from Richard D. Lewis
When Cultures Collide Richard Lewis’ model of cross-cultural communication distributes cultures between three extremes: The model is deeper than it first appears – a useful… Read More »Four Models of Management from Richard D. Lewis
“The best way to treat a problem is seldom where the problem appears” – a case study of solving problems in a complex system from Russell Ackoff
48:55 to 1:04:15 is insightful, nuanced, and heavily emphasises the human parts of a business system. In short, it is worth your time. See also:… Read More »“The best way to treat a problem is seldom where the problem appears” – a case study of solving problems in a complex system from Russell Ackoff
Russell Ackoff on Systems Thinking and improving system performance
[The first requirement of a system is that] a system is a whole that consists of parts, each of which can affect its behaviour or… Read More »Russell Ackoff on Systems Thinking and improving system performance
Gerald Weinberg: Three Laws of Consulting
The First Law of Consulting: In spite of what your client may tell you, there’s always a problem. The Second Law of Consulting: No matter… Read More »Gerald Weinberg: Three Laws of Consulting
Michael Gerber and the E-Myth: Entrepreneurial Seizures, The Fatal Assumption, and the Technician’s Nightmare
If you’re building an organisation and haven’t read The E-Myth yet [amazon], here’s a start: The Entrepreneurial Seizure To understand the E-Myth and the misunderstanding… Read More »Michael Gerber and the E-Myth: Entrepreneurial Seizures, The Fatal Assumption, and the Technician’s Nightmare
Working Supple; or, On not taking up the slack
What if an hour (two?) of most of your working days remained doggedly unscheduled? Call it slack, or flex, or room to breathe: space for… Read More »Working Supple; or, On not taking up the slack
A head of time
Think about what needs to happen well ahead of time. Work out how long you need – make a timeline. Look again – allow plenty… Read More »A head of time