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Casual Articles - The Seven Deadly Sins of Management
Fund raising is both rewarding as it is challenging. It is indeed emotionally satisfying to raise funds for a worthy cause. Different organizations and groups want to extend a helping hand to those in dire need; prospect beneficiaries are charitable institutions, community projects, orphanages, or the likes. School organizations are one of those groups who commonly hold fund raisings for a good cause, however sometimes, no matter how good the intentions are, school funds can be exceptionally tight and they need the help of kind hearted people to give out donations for their cause.A fund raising strategy just seems to be the right thing to do when the organization aims to help out through any doable means regardless of who the beneficiary of
This one's simple; a glass-is-half-empty project manager is going to be a horrible motivator and will sap the energy from a team. This doesn't mean that you have to be a shiny-happy person all the time; but that the project manager has to truly believe in what he or she is doing and needs to positively motivate the team to get there.
Sin #6 - Cowardice
Imagine this: the manager who, when pressed on a budget or schedule over-run, will blame team members, stakeholders, or anyone else that could possibly have contributed to their non-performance. Much easier to play the blame game and implicate others because everything didn't go perfectly as planned. What a weenie.
It's perfectly OK to be self-critical and aware of your own weaknesses and mistakes. For a leader to truly continue to grow in their leadership capabilities they need to be the first to admit their mistakes and learn from them as opposed to being the last one to admit their mistakes.
Sin #7 - Untrustworthiness
Simply put, managers that don't display necessary skills, show wisdom in their decisions, or demonstrate integrity aren't
It seems obvious - use measurements of performance to manage and guide your business. Yet an entire discipline in business thinking has developed in recent years dedicated to this notion.Business Performance Management (BPM) is not a methodology for managing, but rather a mechanism for recording business processes and business metrics and linking the information together to form a single consistent picture of how the business is performing(1). But is it as obvious as it seems? Every business uses some measure of its performance to influence its management decisions. What metrics should be gathered and used? And what more is there to BPM than gathering data and disseminating it to managers?“A metric is not simply a measurement. It is a me
As leaders, we are continually being introduced to new techniques and theories. Hammer & Champy's Business Process Re-engineering Model, McKinsey's 7-S Framework, and Kenichi Ohmae's 3C's Strategic Triangle are all examples of strategic models designed to help leaders think about their business in different and innovative ways. What sits on top of all of the models and frameworks, though, are a series of foundational attributes that every leader should possess if he or she is going to have demonstrated, sustained success as a leader.
In my career as a leader, I've been fortunate enough to experience a broad array of leadership situations where sometimes I enjoyed fantastic success, and at other times experienced dismal failure. In looking back at my failures, many of them had nothing to do with a theory, framework, or technology that was utilized. The failures had to do with cracks in my own foundational attributes which left me vulnerable as a leader. I've boiled these down to seven key sins which this article will focus on to help you become a more effective leader.
Sin #1 - Arrogance
Ever known a manager that consistently claimed to know more than the rest of the team? How about one that was unwilling to listen to opposing views? Isn't this just a sign of confidence? What's wrong with that?
Confidence as a manager is crucial as people will look to you, particularly when things get tough. When it runs amok and turns to arrogance, the manager disrespects the team. Show respect and have confidence and you'll do fine. Subtract out respect and you're just an arrogant doofus.
Sin #2 - Indecisiveness
So you have a meeting on Monday and the management agrees on a course of action. On Tuesday, the manager decides to take a completely different course of action. Thursday the manager goes back to Monday's course of action. The following Monday you're back re-hashing through the same problem from last Monday. Blech.
Decisiveness means the manager listens to those around him or her and then makes the best decision for the project that the rest of the team can understand, and sticks to it. While team members may not agree with the decision, they should be able to see the rationale. Decisions without rationale or without listening will ultimately frustrate the team and put a target on your back.
Sin #3 - Disorganization
We've all known the manager that asks for the same information multiple times, keeps the plan in their head versus writing things down, or is so frantic that they're on the verge of spontaneously combusting. Their disorganization creates unneeded stress and frustration for the project team.
The manager needs to have a clear pathway paved for the staff to get from start to completion, and make sure the ball moves forward every day of the project. Disorganization leads to frustration, which leads to either empathy or anarchy.
Sin #4 - Stubbornness
On one of my early project management jobs I was a month behind schedule on a three-month project. I refused to alter the project schedule insisting that I could "make up schedule" by cutting corners and eliminating tasks. Despite the entire project team telling me we were in deep yogurt, I stubbornly forged ahead. I ended up never seeing the end of the project because my stubbornness got me removed as the project manager. Talk about your 2x4 across the head.
The manager may believe his or her view of reality is the right way to go, but it's imperative that he or she balances their own perspective with that of the rest of the project team. Decisiveness without listening to the team leads to stubbornness.
Sin #5 - Negativism
Years back, one of my peer managers, in their zeal to "manage expectations" would consistently discuss the project in a negative light. Either the focus was on what work didn't get done, what the new issue of the week was, who wasn't doing their job. Their negative attitude about the work, people, and purpose of the project sapped the energy, enthusiasm, and passion out of the work. It was a self-fulfilling prophecy; the project failed because the project manager willed it to fail.
This one's simple; a glass-is-half-empty project manager is going to be a horrible motivator and will sap the energy from a team. This doesn't mean that you have to be a shiny-happy person all the time; but that the project manager has to truly believe in what he or she is doing and needs to positively motivate the team to get there.
Sin #6 - Cowardice
Imagine this: the manager who, when pressed on a budget or schedule over-run, will blame team members, stakeholders, or anyone else that could possibly have contributed to their non-performance. Much easier to play the blame game and implicate others because everything didn't go perfectly as planned. What a weenie.
It's perfectly OK to be self-critical and aware of your own weaknesses and mistakes. For a leader to truly continue to grow in their leadership capabilities they need to be the first to admit their mistakes and learn from them as opposed to being the last one to admit their mistakes.
Sin #7 - Untrustworthiness
Simply put, managers that don't display necessary skills, show wisdom in their decisions, or demonstrate integrity aren't
There are a number of issues to consider:Blocks to creativity and organisational cultureWhat are the blocks to creativity and how can they be overcome? We can all be more creative, so what is stopping us? There are many blocks such as evaluation apprehension (in its many forms) and lack of adequate finance and resources. Separating creative from critical thinking, incremental productivity, tools that draw out tacit knowledge and using frameworks to trigger flow are some of the effective unblocking techniques. What is psychological safety and freedom? What properties of an organisational culture cultivate productivity?Organisational structureWhat properties of an organisational structure most foster creativity?
Sin #1 - Arrogance
Ever known a manager that consistently claimed to know more than the rest of the team? How about one that was unwilling to listen to opposing views? Isn't this just a sign of confidence? What's wrong with that?
Confidence as a manager is crucial as people will look to you, particularly when things get tough. When it runs amok and turns to arrogance, the manager disrespects the team. Show respect and have confidence and you'll do fine. Subtract out respect and you're just an arrogant doofus.
Sin #2 - Indecisiveness
So you have a meeting on Monday and the management agrees on a course of action. On Tuesday, the manager decides to take a completely different course of action. Thursday the manager goes back to Monday's course of action. The following Monday you're back re-hashing through the same problem from last Monday. Blech.
Decisiveness means the manager listens to those around him or her and then makes the best decision for the project that the rest of the team can understand, and sticks to it. While team members may not agree with the decision, they should be able to see the rationale. Decisions without rationale or without listening will ultimately frustrate the team and put a target on your back.
Sin #3 - Disorganization
We've all known the manager that asks for the same information multiple times, keeps the plan in their head versus writing things down, or is so frantic that they're on the verge of spontaneously combusting. Their disorganization creates unneeded stress and frustration for the project team.
The manager needs to have a clear pathway paved for the staff to get from start to completion, and make sure the ball moves forward every day of the project. Disorganization leads to frustration, which leads to either empathy or anarchy.
Sin #4 - Stubbornness
On one of my early project management jobs I was a month behind schedule on a three-month project. I refused to alter the project schedule insisting that I could "make up schedule" by cutting corners and eliminating tasks. Despite the entire project team telling me we were in deep yogurt, I stubbornly forged ahead. I ended up never seeing the end of the project because my stubbornness got me removed as the project manager. Talk about your 2x4 across the head.
The manager may believe his or her view of reality is the right way to go, but it's imperative that he or she balances their own perspective with that of the rest of the project team. Decisiveness without listening to the team leads to stubbornness.
Sin #5 - Negativism
Years back, one of my peer managers, in their zeal to "manage expectations" would consistently discuss the project in a negative light. Either the focus was on what work didn't get done, what the new issue of the week was, who wasn't doing their job. Their negative attitude about the work, people, and purpose of the project sapped the energy, enthusiasm, and passion out of the work. It was a self-fulfilling prophecy; the project failed because the project manager willed it to fail.
This one's simple; a glass-is-half-empty project manager is going to be a horrible motivator and will sap the energy from a team. This doesn't mean that you have to be a shiny-happy person all the time; but that the project manager has to truly believe in what he or she is doing and needs to positively motivate the team to get there.
Sin #6 - Cowardice
Imagine this: the manager who, when pressed on a budget or schedule over-run, will blame team members, stakeholders, or anyone else that could possibly have contributed to their non-performance. Much easier to play the blame game and implicate others because everything didn't go perfectly as planned. What a weenie.
It's perfectly OK to be self-critical and aware of your own weaknesses and mistakes. For a leader to truly continue to grow in their leadership capabilities they need to be the first to admit their mistakes and learn from them as opposed to being the last one to admit their mistakes.
Sin #7 - Untrustworthiness
Simply put, managers that don't display necessary skills, show wisdom in their decisions, or demonstrate integrity aren't
Finding your wholesale niche should rank as one of your top priorities.If your business is retail oriented, or e-commerce based, the following is just as important.Developing a business focused on a targeted niche can be the difference between long term success and a flash in the pan experience.While you can make money in the short term by simply buying and selling merchandise, you will retain more customers in the long term by focusing on one specific niche.The reason why focusing on a niche will help your business is because your customers will know what you offer.The next time they are in need of a product, if they instantly know that you specialize in that product, they will come to you.But if your invento
Decisiveness means the manager listens to those around him or her and then makes the best decision for the project that the rest of the team can understand, and sticks to it. While team members may not agree with the decision, they should be able to see the rationale. Decisions without rationale or without listening will ultimately frustrate the team and put a target on your back.
Sin #3 - Disorganization
We've all known the manager that asks for the same information multiple times, keeps the plan in their head versus writing things down, or is so frantic that they're on the verge of spontaneously combusting. Their disorganization creates unneeded stress and frustration for the project team.
The manager needs to have a clear pathway paved for the staff to get from start to completion, and make sure the ball moves forward every day of the project. Disorganization leads to frustration, which leads to either empathy or anarchy.
Sin #4 - Stubbornness
On one of my early project management jobs I was a month behind schedule on a three-month project. I refused to alter the project schedule insisting that I could "make up schedule" by cutting corners and eliminating tasks. Despite the entire project team telling me we were in deep yogurt, I stubbornly forged ahead. I ended up never seeing the end of the project because my stubbornness got me removed as the project manager. Talk about your 2x4 across the head.
The manager may believe his or her view of reality is the right way to go, but it's imperative that he or she balances their own perspective with that of the rest of the project team. Decisiveness without listening to the team leads to stubbornness.
Sin #5 - Negativism
Years back, one of my peer managers, in their zeal to "manage expectations" would consistently discuss the project in a negative light. Either the focus was on what work didn't get done, what the new issue of the week was, who wasn't doing their job. Their negative attitude about the work, people, and purpose of the project sapped the energy, enthusiasm, and passion out of the work. It was a self-fulfilling prophecy; the project failed because the project manager willed it to fail.
This one's simple; a glass-is-half-empty project manager is going to be a horrible motivator and will sap the energy from a team. This doesn't mean that you have to be a shiny-happy person all the time; but that the project manager has to truly believe in what he or she is doing and needs to positively motivate the team to get there.
Sin #6 - Cowardice
Imagine this: the manager who, when pressed on a budget or schedule over-run, will blame team members, stakeholders, or anyone else that could possibly have contributed to their non-performance. Much easier to play the blame game and implicate others because everything didn't go perfectly as planned. What a weenie.
It's perfectly OK to be self-critical and aware of your own weaknesses and mistakes. For a leader to truly continue to grow in their leadership capabilities they need to be the first to admit their mistakes and learn from them as opposed to being the last one to admit their mistakes.
Sin #7 - Untrustworthiness
Simply put, managers that don't display necessary skills, show wisdom in their decisions, or demonstrate integrity aren't
Should you gotten hundreds of emails and wondered how do they get into your inbox? You might think that someone you subscribed with had sold your email for a buck profit.Well. dear valued reader, you're wrong in that aspect. No one in his or her right mind. Or any Internet vendor will commit such horrendous and stupid act. Why? Insomuch as an opt-in lists is a precious asset for anyone doing business on the Internet.Let's say I'm an Internet user and I just got myself a new Internet account with an email address for my friends and family to get in touch. Now this is my personal and private email address. When a person decides to give that email address away to someone else, they expect that their privacy to be respected... That's why
The manager may believe his or her view of reality is the right way to go, but it's imperative that he or she balances their own perspective with that of the rest of the project team. Decisiveness without listening to the team leads to stubbornness.
Sin #5 - Negativism
Years back, one of my peer managers, in their zeal to "manage expectations" would consistently discuss the project in a negative light. Either the focus was on what work didn't get done, what the new issue of the week was, who wasn't doing their job. Their negative attitude about the work, people, and purpose of the project sapped the energy, enthusiasm, and passion out of the work. It was a self-fulfilling prophecy; the project failed because the project manager willed it to fail.
This one's simple; a glass-is-half-empty project manager is going to be a horrible motivator and will sap the energy from a team. This doesn't mean that you have to be a shiny-happy person all the time; but that the project manager has to truly believe in what he or she is doing and needs to positively motivate the team to get there.
Sin #6 - Cowardice
Imagine this: the manager who, when pressed on a budget or schedule over-run, will blame team members, stakeholders, or anyone else that could possibly have contributed to their non-performance. Much easier to play the blame game and implicate others because everything didn't go perfectly as planned. What a weenie.
It's perfectly OK to be self-critical and aware of your own weaknesses and mistakes. For a leader to truly continue to grow in their leadership capabilities they need to be the first to admit their mistakes and learn from them as opposed to being the last one to admit their mistakes.
Sin #7 - Untrustworthiness
Simply put, managers that don't display necessary skills, show wisdom in their decisions, or demonstrate integrity aren't
Whether you have been running a home based business for 5 years, for 3 weeks, or if you are still searching for the right fit, you will succeed exactly in proportion to the degree of self-esteem & self-confidence you hold, and to your willingness to play nice with others.As those of us with experience well know, there is a vast difference between working in an office environment with lots of other people around to offer stimulation and motivation, and working from home. The home environment offers many amenities - some would say too many – from the refrigerator, to the TV and stereo, to playing on the Internet, to going out the door for a walk break or to pick a few weeds in the garden. Staying motivated and focused is a primary challenge and
This one's simple; a glass-is-half-empty project manager is going to be a horrible motivator and will sap the energy from a team. This doesn't mean that you have to be a shiny-happy person all the time; but that the project manager has to truly believe in what he or she is doing and needs to positively motivate the team to get there.
Sin #6 - Cowardice
Imagine this: the manager who, when pressed on a budget or schedule over-run, will blame team members, stakeholders, or anyone else that could possibly have contributed to their non-performance. Much easier to play the blame game and implicate others because everything didn't go perfectly as planned. What a weenie.
It's perfectly OK to be self-critical and aware of your own weaknesses and mistakes. For a leader to truly continue to grow in their leadership capabilities they need to be the first to admit their mistakes and learn from them as opposed to being the last one to admit their mistakes.
Sin #7 - Untrustworthiness
Simply put, managers that don't display necessary skills, show wisdom in their decisions, or demonstrate integrity aren't going to be trusted. For the team to truly have trust in their leader, they need to believe that the manager has the skills to manage the project, the wisdom to make sound business decisions, and the integrity to put the team's interests ahead of their own. Take any one of these attributes away, and it's just a matter of time before the manager gets voted off the island.
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