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It’s Time to Challenge Received Wisdom

Posted on 10 December 2020

It’s high time that we questioned many of the management myths and truisms that we bandy about so glibly. How much of our present mess is due to constant repetition of ideas about management that have not been explored or challenged as they should?

Why Did We Encourage Our Leaders to be So Myopic?

Posted on 09 December 2020

Short-term gains may be had only at the expense of long-term value. Though there may be times when such a decision makes sense, writes Nina Simosko, long-term viability is a far greater accomplishment than a short-term flash, however bright, followed by an inevitable fizzle into future darkness.

Poetic Justice, Karma or Simply the Laws of Cause and Effect

Posted on 08 December 2020

Don’t draw problems to yourself by behaving exactly like the jerks whose actions you dislike. “Do unto others as you would they should do unto you” maybe an antique sentiment couched in antique English, but that doesn’t make it out-of-date.

Sweet Revenge . . . Or Is It?

Posted on 05 December 2020

Peter Vajda muses on the tendency to want to pay people back for the hurt you believe you have suffered at their hands. Does it truly make you feel better? What will the other people do to pay you back for your vengeance on them? Is revenge really sweet?

Thinking More Clearly About Competition

Posted on 04 December 2020

Competition in business isn’t always the best way to encourage individual or team excellence, let alone the only one. Management myths like this contain an element of truth, somewhere, and only become dangerous when they’re treated as self-evident.

Been There, Done That! What Can I Tell You To Help?

Posted on 03 December 2020

John Fletcher reflects on the value of the lived experience and the wisdom that should come with age; and notes that it was the failure of so-called senior managers in banks and similar institutions to show either of these that is the root cause of our current mess.

Two Common Leadership Myths That Can Block Progress

Posted on 02 December 2020

Sometimes you have to go against your instincts to pursue actions or behaviors that don’t feel “normal.” Yet doing so can lead to expedited results, improved outcomes, and more cost-effective solutions, says Nina Simosko.

See more articles in the archive

Authenticity

Poetic Justice, Karma or Simply the Laws of Cause and Effect

Posted on 08 December 2020

Don’t draw problems to yourself by behaving exactly like the jerks whose actions you dislike. “Do unto others as you would they should do unto you” maybe an antique sentiment couched in antique English, but that doesn’t make it out-of-date.

Balance

Making Your Mark

Posted on 01 December 2020

What kind of mark are you leaving behind you as you push ahead? If you’re acting like a typical macho manager, intent on short-term profits and quick returns for shareholders, you’ll likely be thrusting your way through your environment using a combination of high velocity, fierce determination and brute force. What kind of wake will that leave behind you?

Better Management

Been There, Done That! What Can I Tell You To Help?

Posted on 03 December 2020

John Fletcher reflects on the value of the lived experience and the wisdom that should come with age; and notes that it was the failure of so-called senior managers in banks and similar institutions to show either of these that is the root cause of our current mess.

Guest post

Solving Problems With Integrity

Posted on 26 November 2020

Douglas Ross explore the links between problems, growth and integrity; and the choice of whether to see your problems as a curse or a blessing.

Leadership

What is Quality Leadership?

Posted on 11 December 2020

Restraint, generosity, and mercy: only leaders who possess all three have the raw material to become great. The sooner everyone comes to realize that, the sooner we will have organizations we can be proud of.

Success

Thinking More Clearly About Competition

Posted on 04 December 2020

Competition in business isn’t always the best way to encourage individual or team excellence, let alone the only one. Management myths like this contain an element of truth, somewhere, and only become dangerous when they’re treated as self-evident.

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