Archive for 2024

In 100 Words: WARNING! Data Without Context

Tuesday, April 30th, 2024 by Troy Schrock

Data presented without context should come with a warning label.  Context is king.  Movement and momentum are far more important than a current data point.  Dashboards often provide quantities of data yet little useful information due to the lack of context in the presentation.  This increases the risk leaders make incorrect assumptions as they weigh decision options.

Data might be presented without context through oversight or sloppiness.  Regardless of the reason, achieving context is simple – e.g., rolling trend line, or current period vs previous periods.  Data presented graphically should also reflect context.

Is your team viewing data presented with context?

“Information is data endowed with relevance and purpose.”   Peter Drucker

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In 100 Words: Great Minds…Shouldn’t Always Think Alike

Friday, March 15th, 2024 by Troy Schrock

We should treat the old adage “great minds think alike…” with some skepticism.  Leaders should cultivate alternatives for significant decisions they consider.  Healthy dissension typically yields better decisions. 

Alfred Sloan, the person responsible for leading General Motors to the top of the global automotive industry in the 1930’s and 1940’s, is said to have set aside decisions for which the executive team too easily agreed.  Peter Drucker says Sloan would postpone some decisions to give his leaders “time to develop disagreement and perhaps gain some understanding of what this decision is about.” 

“Great minds” might periodically offer a different perspective.


“And those who were seen dancing, were thought to be crazy, by those who could not hear the music.”  Friedrich Nietzsche

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In 100 Words: Don’t Aggravate Good Talent

Wednesday, January 31st, 2024 by Troy Schrock

Taking care of good talent is imperative for leaders – especially in tight labor markets.

Here are two sure ways to aggravate your top performers:

  • Overburden them without consideration of their personal lives.  Sure, sales demand is strong, but know when and how to say no to more revenue.
  • Tolerate poor performers so you have a “body in the seat.”  Pruning people out of the organization may seem contradictory, but few things drain top performer’s engagement more quickly than picking up the slack for other employees.

After addressing these two put your energy and resources into strategies for attracting new employees.

“To add value to others, one must first value others.”  John C. Maxwell

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