Archive for March 2006
March 12, 2006
- What is integrity?
"Integrity is simple – it means doing what you said you would. A lot of people put higher moral meanings to the word, but let’s demystify it…"—(Lisa Haneberg at Management Craft)
[5:03pm] - (add comment)
- Firms take satisfaction surveys seriously:
Employee satisfaction surveys have evolved from being something of a touchy-feely add-on to a key tool for businesses. But are they making best use of the information they collect?
[11:29am] - (add comment)
- Productivity Secrets of Bigtime Leaders:
Great discussion about what successful execs do, and what they don’t. (Lisa Haneberg at Management Craft)
[11:05am] - (add comment)
Why ‘Hard’ Management beats ‘Soft’
Published 10:27am in StratBlog Add CommentTags: balancedscorecard
So organisations will copy the matrix management system of another company; outsource according to the same template; install the same total quality processes and, hey presto – the outcomes are completely different.It is very, very difficult to shake this assumption from the mindset of most managers…. It is therefore tempting to borrow from the world of engineering and apply numerical formulae as though we were dealing with objects.And then there’s this:Being generally nice people, human relations/human resources practitioners don’t like telling MBA lecturers, senior executives and investment bankers that their ideology is no more advanced or scientific than alchemy or witchcraft.One wonders if, collectively, they will ever be bold enough to say, as the little child in the Hans Christian Andersen fable did, that ‘The emperor has got no clothes’.
- Is Your CEO Really Committed to Customers?
Excellent article and questions about CEO leadership in the customer service space:
“A number of telltale signs determine pretty quickly whether a company is serious about the job or not—beginning with the CEO and leadership and cascading all the way through the ranks of the company.
Take the quiz! [3:25pm] - (add comment)“Specific leadership actions occur in companies that have taken the commitment past lip service. Understanding customer issues and what drives customer loyalty becomes the stuff of everyday conversations—not just when one soul has been lucky enough to get it on the CEO’s staff meeting agenda! The issues are trended and understood and talked about. Building customer experiences and relationships is considered the true ‘work’ of the organization—not something layered on the ‘real’ work of achieving quarterly sales goals.”—Jeanne Bliss writing for marketingprofs.com
This applies to almost all established organizations, especially government agencies. Once you get to a certain level, a certain age, you expect things to be done a certain way.
- Next Wave in Productivity Tools:
This white paper discusses the tools the new generation of knowledge workers use to get their work done: blogs, wikis, social networks, and other collaborative technologies. (PDF version) Does your organization use these tools today? What role do they play in your IT Strategic Plan?
[7:02am] - (add comment)
- Why manage at all?
“What if we did not rest unless and until we found a great match for each management position? What if we never hired people who weren’t interested in managing well? What if we only let rock stars occupy our management jobs?” – (Management Craft)
[6:38am] - (add comment)
- On Bureaucracy:
“Bureaucrats write memoranda both because they appear to be busy when they are writing and because the memos, once written, immediately become proof that they were busy.”—Charles Peters (Quote of the Day)
[9:36pm] - (add comment)
Corporate Values and Employee Cynicism
Published 9:25am in StratBlog Add CommentTags: leadership
Harvard Business School’s Working Knowledge newsletter features a great article entitled, Corporate Values and Employee Cynicism.Many studies have shown the power of meaningful values to energize employees, providing them with a sense of purpose and identity in a world that is in flux…. The public itself is a powerful stakeholder that is increasingly demanding about issues ranging from the environment to employee benefits.
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