The March 15, 2013 edition of the magazine The Week contained the following item from The Wall Street Journal on its Business news at a glance page: “A study by the American Psychological Association found that women report higher levels of work stress than men, “as well as a gnawing sense that they are under appreciated […]
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Tag Archives: change management
THE VALUE OF THE LONG VIEW
February 14, 2013 
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In a recent article, I encouraged managers to define a few, long-term “big ideas” or goals they intend to pursue over time. I did so, because I believe that is the best way for a manager to achieve a real sense of ultimate accomplishment that serves the long-term interest of the organization for which she […]
Read moreWANT A SENSE OF REAL ACCOMPLISHMENT? CHAMPION A FEW BIG GOALS
February 6, 2013 2 Comments
So many managers I talk with tell me that one great source of their frustration with the job, is obtaining a sense of accomplishment day-to-day. This is an experience I well remember and it never ceased being a challenge. The management job itself — with its never-ending onslaught of little, often unrelated matters confronting you – easily […]
Read moreCHANGING A MANAGEMENT CULTURE
May 18, 2012 0 Comments
A common conversation I have with many of my senior, executive clients involves their desire to alter elements of their organization’s management culture and their frustration with how difficult they find that challenge. ”Why is this so hard, take so long, and demand so much, they ask?” The answers lie somewhere in understanding the WHAT […]
Read moreWINNING CONVERTS TO NEW IDEAS
May 8, 2012 0 Comments
In the previous two articles in which I focused upon the phenomenon of change, I focused on the mind-set and approach best suited for the task of challenging those outdated models of practice we can find in almost any organization and on the qualities that characterize the true agents of change that manage to successfully […]
Read moreAGENTS OF CHANGE
May 1, 2012 0 Comments
Being called a “change agent” is a popular and coveted title among many managers. But over the years, I have observed that many who hold that title have, in fact, not changed very much at all. Many of the true movers and shakers in today’s organizations operate behind the scenes and under the raider, getting minimal notice […]
Read moreBREAKING THE MOLD
April 24, 2012 0 Comments
Why is change within an organization so hard? To begin with, it rarely happens quickly; that is, it’s rarely one way today and totally different tomorrow. Change is usually incremental and evolutionary. Secondly, as I have written elsewhere in this forum, the cases for change is usually made in highly logical terms. The process of […]
Read moreTHE ART OF MOVING ON
April 6, 2012 0 Comments
Leaving one management job for something else — within management or outside of the profession — generally happens in one of two ways: reassignment for some reason or you choose to change assignments or professions yourself. Both forms of departure involve their own special personal challenges you must navigate successfully if you are to fully take hold of […]
Read moreWATCH THAT “FIX IT” MODE
March 30, 2012 0 Comments
We have all heard the axiom “if it ain’t broke, don’t fix it”. By extension of that logic, I suppose that means if it is broke, then fix it. Observing the behavior of many managers over the years, I believe many of them possess a powerful urge to do just that: FIX THINGS. In fact, many […]
Read moreMEETINGS: THOSE THAT SHOULD AND SHOULD NOT BE HELD
February 7, 2012 0 Comments
It is almost impossible to imagine modern business, non-profit, or government work getting accomplished, without people gathering in a seemingly endless round of meetings every day. Meetings are so much a part of our everyday work life that we rarely ever question their necessity, although we complain about their number incessantly. The only thing that […]
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