Archive for the ‘Management’ Category

In 100 Words: Micro-managing is Not…

Monday, May 1st, 2023 by Troy Schrock

There seems to be confusion around what is micro-managing.  Everyone’s definition is unique to them.

I hear many people complain about being micro-managed when their manager is simply bringing accountability to expected behaviors, attitudes, actions, or outcomes of a given project or job.  People don’t always appreciate accountability.

On the flip side, I hear managers say they “don’t want to micro-manage” as a reason for why they don’t check in on the work of their reports.  Or, as a reason for not being more directive.

Employees need direction.  Managers should be directive.  Providing guidance and accountability is managing, not micro-managing.

“Management must manage!”  Harold Geneen

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When to Quicken Your Team’s Pulse

Wednesday, March 15th, 2023 by Troy Schrock

Your team’s pulse is the frequency of your team’s meetings.  There are two situations where leaders need to quicken their team’s pulse.

One is defensive – for fast, critical decision-making in dynamic or fluid environments.  Think crisis management.

The other is offensive – for accelerating important initiatives.  This will instill urgency around the few priorities which will best advance your organization.

It’s okay if the meetings are shorter.  The most important thing is connecting.  What happened since we last met?  What needs to be accomplished next?   What resources or decisions are required to move forward?  Go ahead, quicken your team’s pulse rate.

“Leadership is all about people. It is not about organizations. It is not about plans. It is not about strategies. It is all about people–motivating people to get the job done. You have to be people centered.” Colin Powell

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The Inexperience Tipping Point

Wednesday, February 1st, 2023 by Troy Schrock

Is your staff younger than ever?  Are more than 25% of your staff new in the last 30 months?  Are you seeing an increase in mistakes in service delivery or quality?

If so, you have hit the “inexperience tipping point.”  Your organization isn’t alone.  Many industries have seen greater than 50% of the workforce leave the industry.  Leaders are grappling with the results – a far younger, less experienced workforce.

Leaders can create a reverse tipping point and change the momentum.  How?  Slow down and train new staff.  Reinforce the basic why, what, and how of value delivery for your organization.

“Look at the world around you. It may seem like an immovable, implacable place. It is not, With the slightest push — in just the right place — it can be tipped.”  Malcolm Gladwell

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In 100 Words: The Great Fatigue

Thursday, December 15th, 2022 by Troy Schrock

The challenging last few years are taking their cumulative toll on senior leaders – they are fatigued.  It’s understandable.  The market dynamics have been spectacular.  High market demand coupled with increasing employee turn-over.  Inflation combined with supply chain issues.

I see leaders counteracting these pressures by:

  • Re-prioritizing resources to only their current, best customers and vendors.
  • Resetting delivery timelines.
  • Slowing growth down to train new staff.
  • Guarding personal time for themselves and key leaders – for rejuvenation and whitespace thinking.
  • Increasing intake of inspiring, positive information.
  • Most importantly,… showing others kindness, patience, and understanding.

It’s important leaders remain refreshed and hopeful.

“Return to kindness.  Let it become your most important accomplishment.”  Bob Goff

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In 100 Words: We Can Talk Ourselves into Doom and Gloom

Tuesday, November 1st, 2022 by Troy Schrock

Unfortunately, the human psyche can tend toward the negative.  We struggle to keep equilibrium around the good and positive, our progress and blessings.  Depending on your information inputs, the tendency can be amplified or balanced. 

Here are three simple actions leaders can take with their teams to shift their information inputs:

  • Begin meetings with each person sharing a bright spot from both their professional and personal lives.
  • Write an encouraging note (or email or text message) to several people each week.
  • Take time to celebrate monthly, quarterly, and yearly successes as a team.

I’m sure you have some additional ideas.

“If you see ten troubles coming down the road, you can be sure that nine will run into the ditch before they reach you.”   Calvin Coolidge

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In 100 Words: Sharpen Your Resilience Thinking – The Why

Monday, August 1st, 2022 by Troy Schrock

Leaders have had a two-year crash course on a resilience mindset vs a mindset of maximizing efficiencies.  The global system which allowed for decades of squeezing ever greater profits out of systems, networks and supply chains has unraveled.  The pandemic and Ukraine war are simply two recent accelerators of a decade plus trend away from global inter-connectedness and toward nationalism (e.g., China policies, U.K. Brexit, and U.S. populist movement).

While change was always a norm, greater change will be the new norm so continue building the resilience mindset.  Think flexible systems.  Build sufficient financial and talent resources to weather turbulence.

Resilience is “The capacity of a system to absorb disturbance and still retain its basic function and structure.”  Brian Walker and David Salt in Resilience Thinking

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