Have you ever called customer support only to hear the sound of a recorded message, “ you are (or your call is) very important to us…” So, you wait and wait for an actual person who you hope might be of some help. As you wait you are feed sales pitch upon sales pitch to purchase more of what the company sells. Yes, your call is an opportunity for the business you are calling to get more from you—of course your call is important to them! Continue reading
The only thing constant in life is change—Heraclitus. With change being constant in life, change is not avoidable through life.
With this in mind, denying (the need for) change, is denying life. Refusing to deal with it in the present is refusing to be life affirming in the present. This way of being doesn’t stop change from arising—given its constancy—it only ensures having to deal with it in its extreme later. Continue reading
Let’s imagine that we surveyed people asking them whether they are in favor of quality. What would we likely find? There is little doubt that overwhelmingly their response would be yes. What does this mean, what does this imply? Continue reading
When do managers talk about improvement and development with those they manage? In most cases it is when managers are required to do so, during the organization’s annual performance appraisal time period. In three previous posts (Replace performance reviews with leadership for quality; Facilitate performance, don’t appraise it; Performance appraisal: A pathway to mistrust) performance appraisal was discussed but since the practice is still very popular another appraisal of it is in order. Continue reading
With the race to become more productive, more competitive and more profitable having the answer to the question that continues to challenge business managers, how do you motivate people, can be the ticket to winning. Even though Frederick Hertzberg offered a direct and complete answer give them something motivating to do, the question for the majority of business managers remains unanswered. Further, not understanding the depth of Hertzberg’s answer, we’ve even advanced another classification of management—management can’t do it but leadership can—in hopes of meeting the challenge. Yet whether you are labeled a manager or a leader the challenge goes largely unmet.
What could be the root of the problem and the difficulty in dissolving it? Continue reading
Many of America’s business-minded, especially corporate CEOs, are unabashedly advocates for the market being the solution to everything. Privatize it, is the answer to it all! Yet at the very same time they also spend vast sums of money on lobbyist to rig things in their favor, which often minimizes (and even eliminates) the dynamics of the market. Seemingly for maximizing their profit relying on the market alone is not their preference, yet it is thought best for everyone else. Some even sing the praises of a free market and yet oppose full disclosure in labeling of products. It appears they think free means free to maximize profit in any way one can. Go figure! Continue reading