While there is much to learn from Charlie Munger’s approach to business (and to life in general) one thought stands out: Focus on what is working best.
Read MoreThe Relevant Few
Author: Joseph P. Truncale, Ph.D.
The Power of One
Resources, time and attention are constantly pulled from one “priority” to the next, leaving a trail of incomplete targets and frustrated team members. There’s a better way: the power of focusing on one priority at a time.
Read MoreTime to Rethink Strategy and Planning
When engaging in strategy and planning, the focus is on the future, as it should be. Savvy planners know that a great place to start is by looking at the recent past and separating what is working from what is not.
Read MoreA Different Take on Strategy
When forming your organization’s strategy and plan, it is quite natural for the flow to go from objectives to strategy to tactics. However, it is also possible to invert this process. That is, building a strategy from a tactic.
Read MorePlanning for Strategic Growth
In preparing to create and/or update your strategic plan, a good place to start is with one of the five key Planning Objective Categories: Strategic Growth.
Read More4 Stages of Organizational Growth
Irrespective of the size of your business, strategy and planning are essential elements of your corporate growth plan. As your business advances, it will move through three levels of organizational growth.
Read MoreDealing With Conflict
Of all the patterns I’ve seen in my work with organizational leaders it is the enduring frustration they feel in trying to identify and deal effectively with internal conflict that rises to the top of the list.
Read MoreAvoiding the ‘CEO Slide’
Consider a competent senior manager who confronts a problem. The CEO learns of this issue and steps in with the answer/solution. Problem solved and time to move on. But what just happened here?
Read MoreLeaders Who Listen
How can the CEO (or anyone for that matter) address issues unless they are made aware of them? Conversely, how can team members be expected to express questions and concerns openly, honestly and respectfully if their feedback is met with objections, defensiveness or worse? What to do?
Read MoreManaging from Strength
One of the most satisfying elements of managing others is the opportunity to help them discover, apply and improve upon their unique strengths. Before any manager can do this though, it’s helpful for them to identify their own.
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