by: Jim Clemmer “When we are dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bustling with prejudices and motivated by pride and vanity.” — Dale Carnegie, personal effectiveness pioneer and author In many organizations (especially those with morale or motivation problems), [...]
by: Jim Clemmer “An organization without human commitment is like a person without a soul: Skeleton, flesh, and blood may be able to consume and to excrete, but there is no life force.” — Henry Mintzberg, Management Professor and Author If the main reason for a company's existence is profit, it is often not very [...]
by: Jim Clemmer Many companies that talk passionately about being market-driven and customer-focused are overlooking one crucial ingredient – the ability to listen well. John McDonnell, chairman and chief executive of aircraft manufacturer McDonnell Douglas Corp. of St. Louis, summed up the problem: “We did not always listen to what our customers had to say [...]
by: Jim Clemmer Chief executives give great speeches on the importance of quality, leadership, teamwork, and employee participation. But in improving organization performance, as in golf, it's the follow-through that makes the difference. Consider the case of one Canadian company that had been “doing quality” for about two years. It followed the textbook perfectly. Trainers [...]
by: Jim Clemmer “The historic period in which we live is a period of awakening to a commitment of higher values, a reawakening of individual purpose, and a reawakening of the longing to fulfill that purpose in life.” — Robert Fritz, The Path of Least Resistance Joel and Denise each led fund raising campaigns for [...]
by: Jim Clemmer That overused term “empowerment” is generating a high snicker factor these days. Managers proclaim they want to move decision making down the organization and give frontline people more freedom. But employees who have seen management trends come and go figure: “If we lay low long enough, this too shall pass.” Cynicism aside, [...]
by: Jim Clemmer “Our conduct is influenced not by our experience but by our expectations.” — George Bernard Shaw, 19th century Irish playwright, critic, social reformer “Tell me about the people at the organization you just left,” said the senior manager who was screening candidates to fill a key leadership role. “They were uneducated and [...]
by: Trevor Marshall Most corporations arrive at a situation when the business owner can no longer carry on with the responsibilities and does not have time to sustain the demands of the business. At this point, the owners time is no longer sufficient to keep up with the requirements of the industry. Hence, it is [...]
by: Gerry Czarnecki Ben Franklin is typically associated with the Declaration ofIndependence, bifocals, and the spirit of invention. Hisname doesn’t generally bring to mind “management guru”, butJustin Fox, an editor of Fortune magazine posits that theAutobiography of Benjamin Franklin is a self-help guide formanagement. In his article “What Ben Franklin Can TeachExecs”, Fox offers insightful [...]
by: Jim Clemmer “Baldwin occasionally stumbles over the truth, but he always hastily picks himself up and hurries on as if nothing had happened.” — Winston Churchill, English statesman and prime minister A number of studies that have shown over the years that companies with “high standards of ethical behavior,” “shared values,” or who are [...]
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