Category Archives: organizations

Smart organizations analyze the way. Healthy organizations find a way.

Smart organizations are technically advanced, analytical, attuned to metrics, and are economically savvy. They know markets, trends, media, and their product really well. Smart organizations are “experts.” Healthy organizations are comprised of disciplined people committed to the organization’s core vision

Smart organizations analyze the way. Healthy organizations find a way.

Smart organizations are technically advanced, analytical, attuned to metrics, and are economically savvy. They know markets, trends, media, and their product really well. Smart organizations are “experts.” Healthy organizations are comprised of disciplined people committed to the organization’s core vision

The plan is less important than the planning.

A team with a plan is less effective than a team that has gone through the rigorous and involved process of putting that plan together. The process of planning is what builds knowledge, understanding, insight, and inspiration to execute. For

The plan is less important than the planning.

A team with a plan is less effective than a team that has gone through the rigorous and involved process of putting that plan together. The process of planning is what builds knowledge, understanding, insight, and inspiration to execute. For

Spend more time introducing change than implementing change.

Everybody loves and hates change. Instinctively, people know that change is good. Change means growth, development, innovation, and adventure. Change means improvement, and challenge. Emotionally, however, change is threatening. Change also means the loss of familiarity and the uncertainty of

Spend more time introducing change than implementing change.

Everybody loves and hates change. Instinctively, people know that change is good. Change means growth, development, innovation, and adventure. Change means improvement, and challenge. Emotionally, however, change is threatening. Change also means the loss of familiarity and the uncertainty of

Don’t be afraid to dig in the conflict quarry.

Many managers take issue with employees/constituents who argue. They feel it is threatening, or disrespectful. In addition, many leaders really wish they could move on from the arguments to “the real work” of making deals, or completing projects as they

Don’t be afraid to dig in the conflict quarry.

Many managers take issue with employees/constituents who argue. They feel it is threatening, or disrespectful. In addition, many leaders really wish they could move on from the arguments to “the real work” of making deals, or completing projects as they

Don’t confuse or conflate a “tactical victory” with a “strategic success.”

Tactical victories are particular battles you fight and win. Strategic successes, however, are the end results of all the battles you fight and whether or not they realize the ultimate aims, goals, and objectives of an organization. It is possible

Don’t confuse or conflate a “tactical victory” with a “strategic success.”

Tactical victories are particular battles you fight and win. Strategic successes, however, are the end results of all the battles you fight and whether or not they realize the ultimate aims, goals, and objectives of an organization. It is possible