They said we were crazy to launch a small business consultancy in Vancouver when we had: No relationships No local track record No start-up capital But, we weren’t worried. After all, it was autumn 2008: It was the middle of the greatest economic meltdown in 70 years The Olympics were coming and no one would… Read more »
If you consider your people one of your business’s greatest assets, then finding and retaining exceptional managers is a very high priority for you. Those who achieve success in this quest acknowledge that a great manager will pay dividends for many years, and finding a great manager is a time consuming process.
How many times have you thought: “If we just find the right people, everything else will fall into place.” A good hire can add hundreds of thousands of dollars to your bottom line, and a great hire transforms that one-time bump into an annuity paying dividends year after year. But how will you find that great hire?
One-on-one meetings are held between a manager and direct report with the objectives of setting priorities, gaining clarity around progress, and improving performance. The value of the meeting should be, at a minimum, equal to the cost of the time spent in the meeting.
There are two major determinants of whether you will make money on a business acquisition:
a) The purchase price and financing.
b) The integration.
Everyone occasionally experiences the sinking feeling that comes from having too much to do. There is too much to do, after all. The proliferation of content in the webiverse and the 24/7 work access model have conspired to keep us all moving at a break-neck pace. It is the time of the Quicker and the Deader. So instead of adding even more to the day, why not take something away?
It’s ironic that when leaders become stressed and busy, they forget to use the one tool in their managerial toolbox that will unbury them the quickest: Leverage.
I was speaking to the a president of a family business recently who said: “When my dad retired, he just walked away. This one Monday, he didn’t show up. Again, on Tuesday, no dad. Then Wednesday, another no show. Totally unlike him. Finally, on Thursday, I called him and said, ‘So are you coming in… Read more »
Arguably, the president is the most important position in an organization, responsible for overall performance and guiding the strategic direction of the firm. Of any, surely this position ought to have a written description of how to accomplish these duties. However, if the company is not public and has no board of directors, it is unlikely the president will have one. Why is a simple, written job description of what the company’s leader does for a living so elusive?
Upward delegation occurs when work gets pushed up to the highest level in the organization that will accept it. Are your senior people frequently stepping in to “save the day”? Are deadlines missed while juniors wait for approvals? Are you hearing complaints of boredom from your staff while you are running around with your hair straight back? It could be that work is being delegated up.