...when, for everyone involved, operating the technology is second nature. When it isn’t the technology becomes a distraction, taking attention away from the conversation instead of facilitating it. Any company...…
...your company’s IT infrastructure. The plethora of Windows 2003 servers in your data centers is starting to get on your nerves, so you decide it’s time to secure the budget...…
...each of your direct reports? Have you made it clear to everyone in your organization what risks and shortcuts are desirable, which you can live with, and which are only...…
...are in that position because they’ve developed the ability to attract, recruit, retain, develop and promote the best employees in their fields. Oh, and there’s one more reason doing the...…
...for will lead to trade-offs in everything else you might want to optimize for. If, for example, you want to design a car for engine power and lots of it,...…
...commerce. It won by being smarter than its competitors. You have to adhere to your own sense of ethics. Your rivals don’t, though, and assuming they do doesn’t make you...…
...administration, or Mideast policy. If you think it’s simple, it just means you don’t know enough about the subject to understand how complicated it is. “Do the right thing.” Weren’t...…
...companies don’t even conduct these interviews. Some collect exit interview data but don’t analyze it. Some analyze it but don’t share it with the senior line leaders who can act...…
...vision. How the organization is supposed to get there — the strategy. How they fit into the mission, business model, vision and strategy. How to do their jobs exceptionally well...…
...Decisions commit or deny time, staff and money. Everything else is just talking about it. When you make an investment decision, part of your decision is how much risk you’re...…
