I know, I know, we eMail every single day (sometimes, thrice). We text one another. But, that is NOT personal contact. And, for your business and personal lives, that’s what counts. If you don’t think a personal touch is needed- think about the last time you got a note- handwritten! It touched you! This is even more important if you are a leader! Your staff/management team can feel alienated if all they see is you brusquely parading around the plant- even if there are memos from you on the bulletin board and they get eMail communiqués. Keep things personal- it really pays off. Continue reading I_REALLY_WANT_2_TELL_U_SOMETHING
OK. Let’s use an article disseminated today by the Associated Press, written by Lindsey Tanner. (Tanner may not have chosen the headline- but the article is not quite kosher, either.). Here’s the link: http://www.msnbc.msn.com/id/38301219/ns/health-cancer/
So, there’s a new book- one that will probably tick you off. Not because it’s annoying, but because, if you are like most people, you had no idea that the facts reported in the paper (and CERTAINLY on the web) are highly suspect. The book: Sex, Drugs, and Body Counts: the Politics of Numbers in Global Crime and Conflict, by Peter Andreas with Kelly Greenhill. (If you want to buy the book, you can find it here.)
Drs. Tellis and Sood (USC and Emery University, respectively) discuss the need for management to choose and back the â€œrightâ€ technology to grow their business. [Please note this link is NOT their technical article, but one more easily read and digested.] Their premise is that management often fails to discern among different levels of technology (and, therefore, miss the boat); it believes in the orderly path for technology development (as opposed to random path); and, management feels Â that consumer taste is directed by whim (but, the authors correctly state this is untrue- consumers are motivated by existing innovation and changes).
I am going write about an institution that is the butt of many of our jokes.Â I, too, have many problems with the institution since moving to Northern Virginia; until that event, I loved the institution.Â But, once I opened an office on Princess Street and the postman decided to skip our office delivery three or more times a week (â€œsince we are the only building on that street portion), my admiration for the institution dissipated- immediately.Â But, that is not the point of this missive.
We’ve worked with our clients for years to discern the differences between a problem and a paradox. It’s a critical function for leaders. Problem solving methodology involves defining the issues, investigating its causes, developing solutions, and implementing the best choice. The object is to maintain control of the issue. Unfortunately, that is not so straightforward for paradoxes. There are no correct answers. We can’t use the methodology for problem solving; rather one must blend the competing tendencies together and not succumb to one pole or the other. Should the leader fail to manage the paradox, the long-term viability of the enterprise is at risk.
Last Thursday, the Pew Research Center, released a report entitled”How the Great Recession Has Changed Life in America”. According to this research, we have just undergone a major change (as one would suspect from its title) on our outlook on life. One point not mentioned: our children our going to have to find new methods of finding jobs- including working for firms in other countries (unless we finally band together as a nation and GROW our country).