Suitability versus capability

  A critical maxim of management is: “Suitability is as important as capability.” Capability asks, “Can they do the job?” Suitability asks, “Are they right for the job?”

  If the job isn’t a good fit, it’s not a good job.

Responsibilities of management

  Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.

Responsibilities of management

  Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.

Accountability in the workplace

  Lately I’ve been spending a lot of time consulting with large companies concerned with strengthening their ethical culture.

  Although I’m sure the leaders I work with care about ethics and virtue for their own sake, I know the driving force to seek outside assistance is self-interest. The risk of reputation-damaging and resource-draining charges resulting from improper conduct is so high that it’s a matter of prudence and responsible stewardship to stress ethical values and moral principles.

Planned abandonment

  Management guru Peter Drucker advocated a practice he called planned abandonment. He stressed how important it is that managers develop the wisdom and courage to regularly review what their organization is doing and determine whether it’s worth doing. He urged executives to note and resist the systemic and emotional forces that make it difficult to abandon activities that drain resources, detract from central goals, or otherwise impede progress.

Being decisive

  Frank is a new supervisor who wants to do well. Maria consistently comes in late. When he confronts her, she makes a joke out of it.

  Hoping to win friendship and loyalty, Frank is painfully patient with her, but Pat, a conscientious employee, urges him to do more. Soon others begin to come in late, and Pat quits. Frank feels victimized, but he has no one to blame but himself.

Responsibilities of management

  Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.

Responsibilities of management

   Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.

Michael Josephson: The illusion of success

  Reach for the stars. Pursue goals beyond your grasp. These are good life strategies. We never know how much we can accomplish until we try.

  But what happens when we’re told we must reach the stars or suffer consequences?

Michael Josephson: Responsibilities of management

  Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.