Emotional leadership

Positing individual leadership

Creating Cash

Roundup: Caught up
Continuing from Friday’s post, today we are going to finish up reviewing some of the blog and press activity of the past few weeks which touches on themes we expect to address here soon. Again, virtually all of this material is on my daily reading list, and I mention that here because I think it would make an immediately effective addition to the daily scan of any serious manager or student of management; I hope you will be persuaded and add some of this to yours. Please provide me your feedback, in any event. Doers, directors and didactors. The Economist’s Schumpeter column is one to watch. Recently it has offered

Roundup: Catching up
A lot of interesting stuff has been going on over the past few weeks. A good bit of it touches on themes we’ll likely be visiting, here, soon, so let’s take a closer look at some of it: Daily reading. Almost every source cited here, today, is on my daily reading list, and if you are a serious-minded practicing manager, then surely Michael Wade’s Execupundit should be on yours. See what he has to say about getting to the heart of the matter, and about how to approach the question of

Normalizing
As you develop your personal philosophy of management for application in your personal workplace circumstances, it is helpful to recall just how personal it really is. That is, while you may feel that your eyes are opening up to new ways of calculating outcomes and building relationships at work, and of perceiving

Philosophizing
When you begin each interaction, encounter, or relationship at work with an examination of what result you want to flow from it you will eventually, as we have been discussing, find it necessary to investigate what your colleagues want to accomplish, as well. If you pair this with a resetting of the perspective from which you conduct your assessment, you will, as we’ve also noted, begin to discover new factors bearing on the issue, and new ways they can be employed to uncover new solutions and approaches.

Comprehending
When you are approaching interactions or assessing relationships at work, as we have noted, it can be useful to reframe the context in which you are considering these issues, to be sure you have developed the perspective that works best all around. Let’s take another very brief look at that. If you, per yesterday’s example, have an immediate need for a task to be performed, the easiest thing to do is simply to relieve that tension: issue an order to whichever appropriate junior first comes to mind, and forget about it until the deadline arrives. With so few factors impinging on the interact