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<title><![CDATA[Managment Sushi Blog by Bernie Ritchie]]></title>
<link>http://managementsushi.com/</link>
<description><![CDATA[Blog Posts from http://managementsushi.com/]]></description>
<lastBuildDate>Fri, 30 Jul 2010 02:50:56 +0100</lastBuildDate>
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	<title><![CDATA['Delivering Happiness' : Zappos Book Review! ]]></title>
	<link>http://managementsushi.com/view_post/detail/Delivering-Happiness-Zappos-Book-Review-</link>
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	<pubDate>Mon, 07 Jun 2010 18:35:36 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
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&nbsp; [Image Source : www.spaceputty.com ]
"There's three types of happiness and really happiness is about being able to combine pleasure, passion, and purpose in one's personal life. I think it's helpful and useful to actually think about all three in terms of how you can make customers happier, employees happier, and ultimately, investors happier."
Tony Hsieh, CEO, Zappos on 'Delivering Happiness' [Launched : 07/06/2010 ]
I was lucky enough to receive an early review copy of Zappos CEO Tony Hsieh's new book 'Delivering Happiness' - launched today June 7th!
Check out Management Sushi Cool Books here for the full review! It's a great book, highly recommended, offering plenty of real-life management and business lessons from the Zappos journey. Also check out Tony Hsieh explaining more about the concepts behind his book and the 'happiness' issue in this Fast Company video here!
Take a look at the Culture Book and the Zappos Core Values to get a sense of how powerful and successful these two factors were for Zappos and its ultimate sale to Amazon. Much can be learned and applied here for many other companies. Some fascinating insights.
And it all started with a failed Worm Farm empire! Check out why here!
Happy reading! The book really does do what it says on the cover - Deliver Happiness! Check out the Delivering Happiness dedicated book website here for all the latest news and reviews.
For all the details of how to purchase Delivering Happiness on Amazon - and to see the latest reviews of the book on Amazon, click here .
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	<title><![CDATA[Turnaround challenges of Interim Management ]]></title>
	<link>http://managementsushi.com/view_post/detail/Turnaround-challenges-of-Interim-Management-</link>
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	<pubDate>Wed, 17 Mar 2010 07:15:12 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Dr Peter Wolf )]]></author>
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Here's the third part in Dr Peter Wolf's mini-series on Interim Management. Here he looks at Turnaround Management - and the big question of what is the right recipe for action. February 2010 saw the Turnaround Management Association in the UK produce recent survey findings which showed that the decline in the interim management market is now over. Just as well, as there is clearly much demand for effective turnaround management advice from skilled interims in the years to come in these unpredictable times! Here's Peter with the last part of his in-depth interim management series.
You can check back to Parts 1 and 2 of Peter's series by clicking here for The Shape of Interim Management to Come and here for Interim Management - Life at the Sharp End. Enjoy!
TURNAROUND MANAGEMENT - IS THERE A RECIPE?
&nbsp;Ideally, what you would like to have is sort of a recipe, telling you what your ingredients are, how to stir them and finally at what temperature the oven should be set.
Well, I cannot offer you quite that much and some readers might argue that we are not discussing a Jamie Oliver show but rather a more serious subject. But on the other hand, who dares to pretend cooking shows are not serious cooking?
As a practitioner of interim management in financially distressed companies you do not want to spend a lot of time reading the learned opinions of academic experts on the subject. Besides, there is a plethora of books. Nevertheless, we need to spend a moment on the question "is there a generally applicable way to approach things?" Let me add a word of caution: There cannot be a universally applicable manual because legal systems are different from country to country. Hence, you will have to find the right manual for your country and in your language. Helpful is a manual with lots of check-lists and practical advice, meaning feasible and doable. The good news is that there are such manuals but you will have to unearth them. For a short English introduction into the subject and a compilation of case studies see the books by Stuart Slatter.
I for my part rely on Urs Leupin's book although he is retired now. He is a lawyer and graduated from the Army General Staff School and was later head of the credit recovery department of a large full service bank. This means he knows all the aspects of the subject and writes in no uncertain terms. And most importantly, the book does not stop at "which measures" but includes "how to implement things". The following is drawn from his book.
The Four F's - a Battle Plan
General Norman Schwartzkopf's summary of any campaign is straight-forward: Find - Fix - Flank - Fight. Translated into the situation of a business turnaround this reads:
Find: Find the trouble spots (causes and reasons) to be able to react systematically. 1. First measure: Acquaint the board and the existing management team with the task2. Second measure: Timely identification of the acute crisis to guard against surprises3. Third measure: Know the risk assessment situation of the company's banks and their first reactions to the emerging crisis
Fix: Fixate the crisis situation (stabilise the situation so it does not get worse)1. Fourth measure: Stabilise the starting position 2. Fifth measure: Implement the crisis management to guarantee the stabilisation and as a preparation for the handling of the crisis3. Sixth measure: Get the principle decision by the banks to grant a moratorium based on your plan despite the breach of financial covenants (with or without a bridge loan, depending on the situation)
Filter: Identify the parts of the company worth keeping1. Seventh measure: Implement the restructuring measures in the areas of management, products &amp; services, finances and organisation2. Eight measure: Identify and decide on the new strategic focusing3. Ninth measure: Preparation of the financial restoration as the final step to overcome the crisis
Force: Push the areas of business within the new strategic focus1. Tenth measure: Get the banks' o.k. to the plan of financial recovery2. Eleventh measure: Steer the course of the turnaround either alone or with a partner3. Twelfth measure: Finalise the turnaround either in a cooperation with a partner, a merger or alone, depending on the situation.
Naturally, this is only the skeleton of the course of action and there is much more to it if you go into the details. Adaptations have to be made in specific circumstances and adjustments have to be made to cover the unpredictable happening quite often.
Company Myths To conclude, let me account for some of my favourite company myths which are also the most frequently encountered.
In fact there are two legends in the first one, a special industry culture and a unique way of operating. The story goes like this. In conversations with many staff in your new company you are inevitably asked "Have you worked in our (branch of) industry before?" "Not exactly, but in similar companies and situations" "Well, you'll see this industry is quite different from anything else and our company is unique in the way we do things." Now, in this situation you do not l.o.l. or give the tacky answer "Yes and that is exactly the reason why you are in trouble". After all you are a pro and keep a stiff upper lip. The ones asking do not only think their industry is special in itself but that their company is even more special because they do things their own way. From there it is only a small step to believing that general business rules do not apply to your own company.
Another frequently encountered myth is the "niche market legend". It usually unearths when you are probing market opportunities, competitive situations and either sales expansion or contraction, the latter due to competitors' action. The killer argument to any serious analysis and discussion is the assertion "We operate in a niche market and hence are much less vulnerable to competition than the competitors' products." People tend to forget that niches may dry up or alternatively, grow and therefore attract new players; who recalls British watches or Swiss cars?
Do not be distracted by beliefs, you are the expert investigator, just plough through the thicket and dig out the facts. Interestingly, in most instances there was a reason that the company introduced the way they operate today. It is just that circumstances have changed, the reasons vanished years ago and nobody questioned the situation. It is one of the most important duties of an interim manager to question all the aspects of the business. Sadly, more often than not it is because the management have not asked themselves frequently enough fundamental questions about the business they're in and how they operate. The end of the story is then the quagmire you will find. Remember, Nokia was a little known Finnish pulp and rubber company before turning into one of the leading global communication groups.
Peter is an interim manager, management consultant and entrepreneur. After an international career in life sciences industry working for Swiss and US multinational groups he started his own company, Management Support, in 1996 in Basel/Switzerland. Since then he had consulted with numerous clients in industry, the health care sector and services. As an interim manager he helped change organisations in difficult circumstances, optimised business processes as a project manager and consultant and co-founded companies in the biotech and service sector, with successful trade exits and an IPO. He holds a PhD in physical chemistry from the University of Berne and an MSc in Business Studies from Warwick University.
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	<title><![CDATA[Management Suitability : Delusions of Progress?]]></title>
	<link>http://managementsushi.com/view_post/detail/Management-Suitability-Delusions-of-Progress</link>
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	<pubDate>Wed, 03 Mar 2010 06:55:59 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Gina Abudi )]]></author>
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        <![CDATA[&nbsp;
Here's an interview with strategy and management consultant, and regular Management Sushi guest blogger Gina Abudi. In this blog, Management Sushi interviews Gina about the sensitive question of management suitability. Not everyone who claims to want to be a manager has the necessary suitability and aptitude for it. Gina talks about this in more detail below and in her associated article [click here for Gina's recent article on this topic].
As a quick management aside, check out this video interview which I came across in Wall Street Journal's Management section with 3M CEO George Buckley. He describes what has influenced his management style and thinking - including Michelangelo, one of his great management heroes! 
Check out also a very interesting article in the March 2010 Harvard Business Review magazine. Nancy M.Carter and Christine Silva discuss the very hot top of gender disparity in the workplace in their article &lsquo;Women in Management : Delusions of Progress'. Disappointingly, the article tells us that new research demonstrates that we are a lot further from achieving gender parity than we thought! In fact, it says, that their research by Catalyst among the top cadre of elite MBA programmes - the supposed high potentials set to attain the giddying heights of future management roles - shows that "women continue to lag men at every single career stage, right from their first professional jobs". In short, it says, any reports of progress in this area are at best "overstated" and at worst "plain wrong"! 
Anyway, onto less depressing topics and the interview with Gina Abudi ....
Management Sushi asks Gina Abudi&nbsp; .....&nbsp; Is Every Employee suited for a Management Role?
Q:&nbsp; How do you know when employees are ready to be moved into a management role?
Response: There is no set timeframe - it is different for every employee. For some, it is quite apparent. These individuals take on leadership roles even when they are not formally in such a position. They have a "take charge" attitude - but do so while building consensus and working within a team environment. They are problem solvers and also have a "can do" attitude. These are employees you need to start thinking about providing them more responsibilities now. Is there a junior management role available? Offer them the opportunity.
For other employees, they may tell you they are ready to move into a management role and may have even applied for internal openings, but you know they are just not ready. They will be at some point, but they aren't there yet. Maybe they aren't polished enough or are missing some key skills and knowledge for such a management role. Work with them to groom them for a management role within the organization.
Then, of course, you will have some employees who may not ever be ready and frankly are not interested in such a role. These individuals, however, may be great contributors to the organization - always willing to pitch in and help out - doesn't matter what the job is. Provide them additional responsibilities to help them continue to grow and develop; they don't need to manage others to be successful.
Q:&nbsp;&nbsp; What is the best way to prepare someone for a future management role?
Response: Provide them more challenges across a variety of functions within the organization to help them develop a more complete understanding of the organization and how all the pieces fit. If your organization has a mentoring program, provide them a mentor. Determine their strengths and development areas and help them create a learning path to improve their current skills and gain new knowledge and skills. Make sure the learning path includes a variety of options - not just courses but online options, reading, case studies and action planning. Put them in charge of a project so they can get experience leading others. You should definitely have a formal program in place for individuals who are "high potentials" within the organization.
Q:&nbsp; What would you recommend be done for an employee who is great as an individual contributor but fails in a management role?
Response: That's OK. Not everyone has to be in a management role. Just because someone can't move up the ladder doesn't mean they can't be a valuable contributor to the organization over the long term. Continue to challenge them. Help them fine tune their current skills and find out what else they would like to learn. Challenge them with additional projects that require them to learn new skills and work with others within the organization.
Gina Abudi has a broad range of consulting experience in strategic planning, business impact and ROI, project management, general management/leadership and needs assessments. She works with clients to develop strategic learning and development programs for all levels of employees, including high potentials and executives.
Gina has been honoured as one of the Power 50 from PMI&reg; - one of the 50 most influential executives in project management, working to move the profession forward. She serves on the PM Summit/BA World Advisory Board and is Chair of the Leadership Committee for PMI&reg;'s Global Corporate Council.
Gina has presented at various conferences on Business Impact and ROI Analysis of Project Management Training Programs, Developing a Project Management Best Practice, and Assessing Project Management Skills.
Gina received her MBA from Simmons Graduate School of Management. She blogs at: http://www.ginaabudi.com/.]]>
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	<title><![CDATA[Urgent - At a Snail's Pace ]]></title>
	<link>http://managementsushi.com/view_post/detail/Urgent-At-a-Snails-Pace-</link>
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	<pubDate>Tue, 02 Mar 2010 10:57:56 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Deanne Earle)]]></author>
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Here's a great post from regular Management Sushi guest blogger Deanne Earle!
Her post touches on what seems to be very much a zeitgeist phenomenon! A client need is expressed as urgent. Mega urgent in fact. So urgent that a huge flurry of activity kicks off to get the project or initiative off the ground. And then .... just as you reach the crux point and decision time ready for project kick-off, the whole thing slows down to a snail's pace .. and very often, ultimately ... flat-lines. Why?! Fear of Action? Poor decision-making? Excessive caution? Not so keen to spend budget after all when it gets down to it? Whatever it is, Deanne has certainly spotted a current trend here! Read on to find out more ..... !
When urgent isn't urgent at all
In January I was chatting with someone I know who asked if I knew anyone who could &lsquo;operationalise a project'. What he meant was that his company needs help with business readiness and handover of what has been a very long project. Of course I reminded him who he was talking to and started asking questions about what was needed and the timeframe. Our conversation concluded with a mutual understanding that the need was urgent.
Now urgent to me means that the situation is important enough to require immediate attention; straight-away, no mucking about, decision made, let's get on with it. Even the online Compact Oxford English Dictionary defines the word as:
urgent adjective 1) requiring immediate action or attention 2) earnest and insistent
Yet almost a month later and having touched base regularly we are both still waiting for a decision as to who will fill this apparently urgent need. Now to me this need can't be urgent even if he's adamant it is and the organisation cannot afford a delay.
However frustrating this is for both of us the delay is creating cost - directly and indirectly. Leaving aside the fact that I know this project is years (yes, years) overdue and understand the quality of the product expected to go live is substandard; the amount of time and money wasted in the last month is not something to be sniffed at and just adds to the waste that's already occurred.
Let's say for example the cost of each person involved in discussing this urgent need is &pound;100 per hour and to date there have been 8 people that I know of involved in various discussions about involving an experienced external person who can, without any agenda, accelerate the pace of readiness then strengthen and deliver the handover process. If each of these 8 people has spent on average 12 hours or 1.5 days during the past month in ad hoc conversations, emails and phone calls, the cost of this alone is &pound;9600. Now that may not seem like a lot of money to many in the corporate world and could be written off as business as usual, but remember I'm only allowing for the 8 people I know of. You still need to add on top the opportunity cost lost in that month. The longer the company takes to sort out their urgent need the more time is lost, which incidentally cannot be regained due to unmoveable deadlines, the less likely they are to gain any traction with business readiness and they continue to spend more on repeat workshops, other vendor / 3rd party involvement, and re-scoping requirements for what could well end up being a product that's unfit for purpose and unsupportable by operations. It will add up to a very large number though I'd bet a packet of chocolate biscuits that no one is thinking about it like this.
Even though these 8 people are primarily internal and therefore paid for their time as part of their job, it is still incredibly inefficient, financially wasteful, frustrating and results in unnecessary pressure and stress for those expected to deliver regardless of decision makers not being able to make decisions, which brings us back to urgent.
It is very obvious that one person's urgent is not the same as another's. When you think you have an urgent requirement take a moment and do a reality check with those around you:

Urgent according to whom?
What other agendas support or refute this urgency?
Who's actually interested in giving what you think is urgent immediate attention? What's in it for them?
Perhaps more importantly, who's not interested and how could that impact the situation?
What's the cost from a delay or no action at all?
What are the savings or benefits from immediate action?

It seems that urgent has become another overused term and no longer reflects reality. Have we lost the ability to properly categorise and prioritise anything? Is operational urgency less important than strategic? Is nothing really urgent until customer retention diminishes, market share shrinks and profit margins are squeezed? Perhaps it's time to take another look at what urgent really means.
Deanne Earle is Director and Founder of Turin-based change management consultancy Unlike Before. Unlike Before are Business Consultants and Program/Project managers specialising in organisational change and IT-led projects that are complex in nature or in a state of crisis. Deanne and her team are renowned for action; able to show businesses and their people how to make change happen fast visibly, reducing the effects and costs of lost productivity.
Check out all the latest from Unlike Before at http://www.unlikebefore.com/.
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	<title><![CDATA[From Jethro to Hamel - Wise Words on Management Complexities! ]]></title>
	<link>http://managementsushi.com/view_post/detail/From-Jethro-to-Hamel-Wise-Words-on-Management-Complexities-</link>
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	<pubDate>Sun, 21 Feb 2010 17:54:25 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Guy Kingston)]]></author>
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"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it". Theodore Roosevelt
Much has been written about the art of management for a good many years. Academics, Consultants, Business Gurus and endless MBA classes have all discussed it, amongst countless others, ad nauseam for several decades.
Guy Kingston, Bristol-based entrepreneur, producer and presenter in the UK, whose Management Sushi guest blog appears below, tracks it back much further. So far back in fact that he reckons - with good reason - that Jethro, father-in-law of Moses in biblical times could and should be considered as the very first person to distribute consultancy advice about best practice management. And, so far as can be determined, as Guy says, he even did it for free and without hustling for more consultancy work - on an ongoing basis going forward - as consultants are wont to say!! See below for what Guy has to say on the very first glimmerings of management, delegation and decentralisation.
Firstly, though, a quick look around at current discussions on management practice shows the topic and solutions are just as complex as ever. Management approaches are inevitably ever-changing in continuous adaptation to circumstances, events [such as last year's financial crisis] generational trends and&nbsp;the evolution of new business horizons [such as the increasingly digitised business world and the arrival of social media on the scene with its extraordinary capacity for viral outreach].
Last week's Wall Street Journal saw an article by Deputy Managing Editor Alan Murray&nbsp;- 'Motivating Staffers, are Carrots better than Sticks?' -&nbsp;in which he discussed&nbsp;the tricky concept of attaining best-practice Leadership through a keen understanding of the guiding principles of Followership. As he says ..."To be a great leader, you must understand your followers. What motivates them? What do they want? What do they fear? How do you get them to give their best efforts to the cause?".
One of the world's leading authorities on management, Professor Gary Hamel published his most recent book &lsquo;The Future of Management' in 2007. In the book, he picks up Guy's point about decentralisation and delegation being key to management, and provides a case study on US-based Whole Foods Market stores. They fully embrace this management style but it is nevertheless extraordinary to see Hamel describe their &lsquo;radical decentralization' style allied with freedom and accountability as a 'contrarian management model'! Hamel talks elsewhere [click here to see a recent interview with him on this topic] about the flaws in management designs and how lack of delegation and decentralisation can stifle those very ideas coming from several layers below top management that can help a company both innovate and keep on track.
Similarly, close colleague of Gary Hamel, London Business School Professor Julian Birkinshaw is shortly to publish his own book&nbsp;later this year&nbsp;on the perplexities of management - &lsquo;Reinventing Management : Smarter Choices for Getting Work Done'. Here Birkinshaw talks about how the recent global financial crisis can be closely linked to the failure of management within banks such as Lehman's ["the demise of traditional investment banking was also a spectacular failure of management"] - and goes on to describe a variety of Management Models which, if implemented, could have made all the difference. You can see a short video of Julian Birkinshaw talking about his new book in a recent interview for the HR Directors Business Summit 2011 if you click here.
Back to Guy - and the management wisdom of Jethro. Here's what Guy has to say. Were such a thing possible, it would be extraordinary to tune in to a discussion between Hamel, Birkinshaw - and Jethro - on the the vagaries and challenges of management and the tricky art of delegation!
The First Management Consultant in History
Recently we identified the oldest book on leadership as one written by a Greek in the 4th Century BC, Xenophon of Athens, about a Persian in the 6th Century BC, Cyrus the Great - a leader so great that he also gets a positive mention when he makes a cameo appearance about half way through the Bible.
However, the earliest management advice that has come down to us is found nearer the front of the Bible, in one of the first five books.
The Book of Exodus describes how Moses, the reluctant leader of 600,000 Israelites, is visited by his wise father-in-law, Jethro - who is concerned to see his son-in-law busy from morning till evening deciding trivial matters.
"What you are doing is not good," says Jethro. "You and the people with you will wear yourselves out, for the thing is too heavy for you; you are not able perform it alone."
He advises that Moses selects trustworthy men who hate a bribe, and appoint them as officers in charge of tens, fifties, hundreds, and thousands.
"And let them judge the people at all times; every great matter they shall bring to you, but any small matter they shall decide themselves; so it will be easier for you, and they will bear the burden with you."
There is no better summary of the art of the delegation which is the foundation of all leadership and of the decentralisation which is the foundation of all efficient management structures.
Moses accepts Jethro's advice and it proves successful. Then, like all management consultants after him, Jethro departs and goes on his way, but, unlike his successors, he does not appear to have demanded a fee ... or suggested more consulting...!
Guy Kingston is a producer and presenter.
He went to the newly post-Communist Russia in 1992, where he successfully sold over $1 million of UK soft drinks to Russian importers before starting an international, private postal service, PXPost, in late 1993. At its peak this business employed over 60 people with a turnover of circa $1.3 million.
Prior to that he worked as a stockbroker for 6 years.
He has an MSc in Entrepreneurship from the University of Bristol and is the Vice Chairman of the Federation of Small Business in Bristol.
Currently Guy runs Punch Above Productions, a specialist small business web video enterprise, as well as producing and presenting the Mind Your Own Business Podcast.]]>
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	<title><![CDATA[Strategy, Gaps and Shifting Landscapes in 2010]]></title>
	<link>http://managementsushi.com/view_post/detail/Strategy-Gaps-and-Shifting-Landscapes-in-2010</link>
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	<pubDate>Sat, 20 Feb 2010 08:11:28 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Deanne Earle)]]></author>
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Here's the latest guest blog from regular Management Sushi guest blogger Deanne Earle, an expert in strategic project management [who is lucky enough to operate virtually on a global scale in the foothills of Turin!]. Deanne talks here about why an organisation needs to &lsquo;mind the gap' between its strategic business goals and the tough challenge of translating these into a constructive and tangible operational strategy.
Reinvention and Shifting Landscapes ....
As a brief aside on operational change, before getting to Deanne's guest blog piece, organisational Transformation, Reinvention and Innovation are all hot topics in 2010 at the moment in terms of key business skills required to face the wildly uncertain times we are living through. Harvard Business Review [HBR} has devoted the entirety of its first 2010 edition [a double issue at that!] to the concept of Reinvention and Transformation. Its front cover urges you in the strongest terms to reinvent &lsquo;your company and your strategy' and to &lsquo;transform your business' to meet today's challenges.

Meanwhile, the Center for Creative Leadership [CCL} has released a new White Paper which looks at the requirement to drive organisational innovation in these uncertain times. CCL argue that while strategy was once &lsquo;king', business uncertainty is so palpable today that even planning for the next quarter has become a real challenge. The solution, they say, is for business leaders to adopt and learn the skills of Innovation Leadership. Innovation skills are key for today's business leaders they say. "They need to create a climate for innovation within organizations, innovative systems, tools and thinking are essential for organisational health and future viability".

In similar vein, HBR in its January-February 2010 &lsquo;Reinvention' issue puts the spotlight on the development of strategy tools for a shifting landscape. Michael G Jacobides, Associate Professor of Strategic and International Management at London Business School, who wrote the article, advises us as follows ... "In an age when nothing is constant, strategy should be defined by narrative - plots, subplots, and characters - rather than by maps, graphs and numbers".
Anyway, enough of uncertainty and shifting business landscapes! Back to Deanne!
Closing the Gap between Business Strategy and Operational Change

Anyone who's been on London's Underground will have heard the world famous warning for passengers. "Mind the Gap" was introduced in 1969 to warn passengers about the space between the train carriage and the platform. Just like passengers in a hurry or who think they know best run the risk of falling between the two, businesses need to maintain conscious awareness of the very real and tangible gap existing between their strategy and desire to achieve effective operational change.

Business Strategies are specific when it comes to the organisation's mission, vision and objectives; Direction is clear, ROI specified, and growth expectations and market share targets listed to support both. Now the challenge starts. This beautifully constructed well thought out strategy must be turned into operational reality and if the strategy is one that sees the business moving through previously uncharted waters, there will be the inevitable changes along the way to operational practises.
In order to successfully translate the strategy, disseminate it through to operations and minimise the pain experienced during times of change, leadership is paramount. In his book "High Flyers - Developing the next generation of leaders", Morgan W. McCall, Jr talks about linking business strategy and executive development. He suggests an "organisations ability to achieve strategic objectives will depend in large part on the leadership ability of executive leaders." This makes perfect sense but what makes an effective leader and how can they reduce this very real gap?

Really good quality effective leaders are generally recognised as those who have developed a high degree of emotional intelligence. William Tate references emotional intelligence in his book "The Search for Leadership - An Organisational Perspective" when he discusses the two halves of organisation life. I've referred to William Tate in previous posts and will continue to do so because I see how his &lsquo;Systems Thinking' approach will transform leadership within organisations. His discussion about the two halves of organisation life sees him refer to what he calls the rational half and the non-rational half. The rational side holds all those elements we fully expect to be associated with a business and its strategy: Strategic plans, Directives, Job Titles, Policies, Organisation Charts, etc. These are if you like, tangible things you can physically touch or at least see pinned up on a wall somewhere; they are documents and diagrams that are reference points along with targets that can be measured as time progresses. Then there's the non-rational half, which is where I firmly believe much more can be achieved at a much faster rate, particularly during times of change. These non-rational factors form the heart of an organisation are where the gold nuggets are to be found: trust, friendship, power, culture, ambition, fears and insecurities, the corridor conversation and grapevine etc.

These non-rational factors are more implicit and concern the "who" rather than the "how". It's these things that effective leaders really understand and act upon. They are tuned-in to emotions, feelings, behaviours and motivations in both themselves and those around them. They can answer the &lsquo;what's in it for me' question, which is just one of many employees ask when they're expected to buy-in to the strategy, work for the good of the company and achieve the objectives set to maximise the ROI to ultimately make the shareholders or investors happy.
So here's my call to action for you. Pull out that strategy and take another look at it. Don't just look at the how, put effort into considering the who and consider all the non-rational factors as it's these that will play a far larger part in delivering a well defined strategy. Only once they are understood will you have the solid foundation to be more effective in closing the gap.

Deanne Earle is Director and Founder of Turin-based change management consultancy Unlike Before. Unlike Before are Business Consultants and Program/Project managers specialising in organisational change and IT-led projects that are complex in nature or in a state of crisis. Deanne and her team are renowned for action; able to show businesses and their people how to make change happen fast visibly, reducing the effects and costs of lost productivity.
Check out all the latest from Unlike Before at www.unlikebefore.com.

Parkours Image Source : Thanks to Moth Smoke Lingers ...&nbsp;
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	<title><![CDATA[Lethal Cocktails : Fatal Management Errors to be avoided!  ]]></title>
	<link>http://managementsushi.com/view_post/detail/Lethal-Cocktails-Fatal-Management-Errors-to-be-avoided-</link>
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	<pubDate>Mon, 08 Feb 2010 19:09:26 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Barry Zweibel)]]></author>
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Here's the latest blog post from Management Sushi guest blogger and noted Chicago-based veteran executive coach Barry Zweibel. Barry blogs about the influence that W.Steven Brown's 25-year old seminal book, "13 Fatal Errors Managers Make and How You Can Avoid Them", has had on his working life and examines whether its business ethos still holds up today. See below for what Barry has to say!
Similarly, but much more recently, Business Week posted a slide show illustrating a "Baker's dozen of widespread misguided management practices and how you can correct them". Rather than Brown, they looked to business author Aubrey Daniels' book, "Oops! 13 Management Practices That Waste Time and Money" published in 2009. Check it out here and compare how the two sets of bakers' dozens of both Brown's and Daniel's warnings about management approaches stack up a quarter of a century apart!
A final word from Peter Drucker before you get to Barry's blog post [courtesy of Rick Wartzman's blog in Harvard Businesss Review last week - Rick is Executive Director of the Drucker Institute] ! Wartzman quotes one of Drucker's pithy pieces of management advice that he would challenge his consulting clients with: ...
"One either meets or one works. One cannot do both at the same time. Don't tell me you had a wonderful meeting with me. Tell me what you're going to do on Monday that's different."
It would be interesting to see what Drucker would have made of Brown's '13 Management Fatal Errors' and Daniels' '13 Management Practices that Waste Time and Money' - and what he would have added to the mix.
Here's Barry with his thoughts and update on Brown's '13 Fatal Errors'!
13 Fatal Errors Managers Make and How You Can Avoid Them
It was twenty five years ago that '13 Fatal Errors Managers Make and How You Can Avoid Them', by W. Steven Brown, was published. I've kept my copy all these years because it served me well; an able compass as I traveled along a managerial path from front-line operative to team leader to supervisor to manager to director to senior director to vice president and corporate officer - and now as an executive coach and leadership consultant.
It also served many of the people who reported to me along the way well, as well. (I made it "required reading" for many of them.)
Now, a full quarter-of-a-century later, I wonder if Brown's work still holds up held up as nicely as I expected it might.
Briefly, here are the 13 Fatal Errors:
- Refuse to Accept Personal Accountability- Fail to Develop People- Try to Control Results Instead of Influencing Thinking- Join the Wrong Crowd- Manage Everyone the Same Way- Forget the Importance of Profit- Concentrate on Problems Rather than Objectives- Be a Buddy, Not a Boss- Fail to Set Standards- Fail to Train Your People- Condone Incompetence- Recognize Only Top Performers- Try to Manipulate People
So what do YOU think? Are you seeing any of these Fatal Errors occurring here in 2010? I know I am.
Let's see what else Brown had to say that might still be relevant today.
"Management," per Brown, "is the skill of attaining predetermined objectives with and through the voluntary cooperation and effort of other people. We believe the definition works because of the semantics - the words that make up the definition itself."
He was referring to three words in particular:
Skill - Brown suggested that management is a SKILL because, as with other skills, our managerial acumen improves through practice. The extent to which we practice, and ultimately master, these skills will determine whether our direct reports do their best work and achieve and succeed ... or not.
Attaining - Management REQUIRES attaining. Effort is one thing, but results are what really count. Not to be callous about it, but without results, effort can only get you so far. Perhaps that's why Brown wrote, "management is NOT the art of DOING it like the pros - it's a skill of ACHIEVING like the pros."
Voluntary - Forcing compliance is NOT a sustainable managerial strategy, no matter what anyone tells you. To enable long-term success, a manager MUST connect staff with BIGGER reasons for working harder and smarter and longer and faster, and such, than they might otherwise. That's what inspires people to WANT to work harder and smarter and longer and faster, and such.
"The true art of management," Brown continued, "lies NOT in the art of winning, as popular business books so often characterize it; rather it demands the art of winning ASSENT. It is the art of clearly communicating and diligently monitoring tasks and goals, then fairly regarding the people who achieve them, because they have made a commitment to them on the basis of corporate good and personal interest."

The key words that stand out for me in this - and remain particularly relevant in today's world - include:
Clearly Communicating - Or as I like to say it: "Insuring that the message you INTEND to have received is identical to the message that actually IS received."
Diligently Monitoring - That is, insuring that nothing falls between the cracks or gets inadvertently lost somewhere along the way.
Fairly Regarding - A little respect for your direct reports goes a long way; a LOT of respect for them goes even farther. But it's gotta be REAL respect; you can't fake it. Authenticity matters.
Commitment - This is ETHIC that drives people to meet seemingly impossible deadlines and due dates. But be sure that you're getting people's ACTUAL commitments, rather than IMPLIED or INFERRED ones. (See here for more of my thoughts on these distinctions.)
Corporate Good - Yes, furthering your company's goals and objectives through your work is a non-negotiable prerequisite of continued employment these days.
Personal Interest - When employees can "connect the dots", between their work and their personal/professional interests, good things happen sooner. And when a manager can help them do that day-in/day-out, a secret mega-motivation tool is put-in-play.
So, YES, I'd say that 13 Fatal Errors Managers Make and How You Can Avoid Them HAS passed the 25-year "test of time" quite nicely. And how refreshing is THAT?!
Barry Zweibel, MBA, MCC, is president of GottaGettaCoach!&reg;, Inc. As a noted executive coach, leadership consultant, and master certified life coach, he engages smart, capable, people in meaningful conversations about their personal growth and professional development.&nbsp;
Barry's customized, coaching, mentoring, and consulting are particularly well-suited for executives and mid-level managers interested in increasing their organizational impact and influence. Those looking to improve their confidence, creativity, charisma and work/life balance, benefit from his life coach and life coaching-related services, as well. 
For information on how Barry Zweibel can help you - or those in your organization - visit: http://www.ggci.com/ (web); http://www.ggci.com/blog2/ (blog); http://www.ggci.com/newsletter/ (newsletter); http://twitter.com/ggci (Twitter); or contact Barry directly, at info@ggci.com or 847-291-9735.
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	<title><![CDATA[Seth Godin's Linchpin : The Indispensable Manifesto]]></title>
	<link>http://managementsushi.com/view_post/detail/Seth-Godins-Linchpin-The-Indispensable-Manifesto</link>
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	<pubDate>Sun, 24 Jan 2010 19:18:39 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
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"Shepard Fairey didn't seek to monetize the Obama Hope poster. He gave it away with a single-minded obsession". Seth Godin, Linchpin, January 2010
I have been a keen follower of Seth Godin's blog for some time [see the Management Sushi blogroll!] - and went to see him speak in London when he was last here in February 2009. Since then, I have had the privilege of being part of his Triiibes international network and continued to absorb the invaluable [and always searingly insightful] life &amp; work commentaries on Seth's daily blog.
Here's the Management Sushi viewpoint on Seth Godin's latest book, &lsquo;Linchpin: Are you Indispensable?' which comes out this week on Tuesday January 26th.
THE MARKETING OF LINCHPIN - AN INGENIOUS APPROACH!
Part of Godin's genius in the marketing of the book has been the offer of a pre-release review copy to all wannabe citizen reviewers - the book itself [if you live in the US] and a 60 page PDF excerpt for the rest of the international community, including me - in return for a small donation to his preferred charity the Acumen Fund. This is what Seth had to say when he launched his book review experiment last December : "There used to be one hundred people who mattered.
That's true in a lot of industries, but particularly in books.
One hundred people who could make a book a hit. These were key buyers at bookstores, reviewers and editors at newspapers, the person who booked time at Oprah or the Today Show.
So publishers courted these people. If the one hundred loved it, the book launched as a hit. Of course the 100 all get free copies. Lots of free copies.
Today, of course, those one hundred people matter a lot less. And who matters more? You.
You, because you have a network. You blog. You tweet. You talk things up at meetings or recommend things to friends. 
And there are a lot more than a hundred of you.
One solution is to give everyone a free copy. Publishers and authors could do this and try to make money doing something else. Another solution is to let the best of this group, the most committed, the most interested... let them stand up and identify themselves."
And here's what he had to say on the success of the experiment just over a week ago:
"Last month, I offered readers who wanted to review my new book a chance to get an early copy. It was a pretty big risk, because it meant ignoring the tried and true process of talking to big media and tailoring a message for critics and reviewers. What happens when you go to your best customers with a product that's untested?
Five weeks later and I couldn't be more pleased or more grateful. We sent out thousands of books and so far, the book has been well received".
You can read some of the other Linchpin book reviews here. 
WHAT'S THE THRUST OF THE BOOK?
Linchpin looks set to be one of Godin's finest books as well his most personal with a clear urgency of tone. As he says. "This is a personal manifesto, a plea from me to you". The book is less about the externalities of business and much more about effective life choice for the future at a pivotal point in our history.
"This book is different. It's about choice and it's about your life. This choice doesn't require you to quit your job, though it challenges you to rethink how you do your job".
Godin wants us to wake up to the way the world is changing in our post-industrial age and change accordingly. As he says here in a recent interview about the book with Piers Fawkes of trends research and innovation consultancy PSFK.
"I guess my argument is if the system is broken and dying, why even try to preserve your sinecure in the system. Protecting your position of mediocre obedience is exhausting because every day seems like the last day ... and what I am pushing you to do as an individual is to stand up and be the Linchpin - the one they can't live without. The one who is so connected, who makes such a difference, who changes so many things that you're the last guy they are going to get rid of".
And Seth is not the only one to predict the death of the current system and point to new futures and the clear imperative to gear up for change, Linchpin attitudes and entrepreneurial mindsets. Recently, both Thomas Power, business visionary and co-founder with his wife Penny Power of business network Ecademy and Imran Hakim, CEO of the Hakim Group, made similar statements: ....
"Networks are the new corporations. Corporates as we know them today will not exist. Their cost base is way too high, and their overhead of buildings, pensions, health care, PAYE and NI will become unaffordable. Every employee will become a supplier. There won't be employees by 2030. Jobs will be a forgotten concept".
Thomas Power, Founder, Ecademy
"The first real real recession of the digital age has truly reformed opinion with the masses now waking up to the realisation that entrepreneurship gives rise to innovation, employment, tax revenues, and ultimately, wealth - and that anybody can participate. You simply need the desire, commitment and state of mind to make great things happen".
Imran Hakim, CEO, Hakim Group
SO WHAT EXACTLY IS AN INDISPENSABLE LINCHPIN?
Linchpins, in Godin's view, are the "essential building blocks of tomorrow's high-value organisations". They are those who get why mediocre obedience in a broken and changing system makes no sense whatsoever; who get that leaders don't get a map or set of rules and and that living life without a map requires a Linchpin attitude and changed posture to life; and who get that "average is over" and that blindly following instructions within the system and merely contributing labour makes no sense at all and will do them no favours.

Linchpins, Godin tells us, recognise the following in a world of broken systems and a flat job market, where companies increasingly can no longer to afford to take care of their employees in exchange for "mediocre obedience".
"It's futile to work hard at restoring the take-care-of-you bargain. The bargain is gone, and it's not worth whining about and it's not effective to complain. There's a new bargain now, one that leverages talent and creativity and art more than it rewards obedience".
As Godin tells Hugh MacLeod in his recent GapingVoid interview with Seth about Linchpin:
"The linchpin is the person who is indispensable, because they refuse to become an interchangeable part, someone who merely follows the manual. In the hardware store, the linchpin is a lightweight little piece that holds the wheel to the axle. Very difficult to live without".
AND WHAT'S A LIZARD BRAIN GOT TO DO WITH ANYTHING, LET ALONE EMOTIONAL LABOUR?!
"The lizard brain is hungry, scared, angry and horny. The lizard brain only wants to eat and be safe".
"The lizard brain is the reason you're afraid, the reason you don't do all the art you can, the reason you don't ship when you can. The lizard brain is the source of the resistance".
Godin effectively uses the colourful concept of the lizard brain to show us how we can hold ourselves back and &lsquo;resist' from becoming a Linchpin [in a recent conference, he used a plastic chicken to bring home the message. Check out the picture! Also, check out this video where Seth explains further about the lizard brain!]
If we listen too much to our change and risk-averse inner self, we will never dig ourselves out of the, wrongly assumed, seductive comfort of our safe little ruts of mediocre obedience in life. We will never reach linchpin status, where we need to be, for personal survival and fulfilment purposes. We will hold onto the safety of our well-dug personal ruts, and only be turfed out of them when it is too late and change is upon us. Listening to the lizard brain puts us on the back foot and in a risky position. Taking the risk, and changing our posture, to become one of Godin's Linchpins, puts us, whether we know it or not, on the front foot.
In terms of changing our posture and throwing off our outdated attitudes, Godin tells us getting out of the accustomed comfort of our various ruts may not be as difficult as we think.
"You might not be as permanently stuck in a rut as you think. The rut you're in isn't as permanent, nor is it perfect. There are certainly less perfect ruts, and there may be better ones as well. The certain thing is that you can change everything. If you choose to."
So what's the trick to getting out of our rut and changing our posture and attitudes to a winning Linchpin mentality? Hard work and emotional labour is the answer Godin gives us. We learn from the book that :
"Emotional labor is the hard work of making art, producing generosity, and exposing creativity. Working without a map involves both vision and the willingness to do something about what you see".
"Emotional labor is what you get paid to do, and one of the most difficult types of emotional labor is staring into the abyss of choice and picking a path".
Seth further expands on this concept in his conversation with Hugh MacLeod :

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"It's emotional labor to do the work even when you don't feel like it. Mostly, I'm talking about doing the difficult work of bringing your very best self to each interaction, because do otherwise is a mortal sin".
Critically, as Seth says, in today's economic climate alongside the seismic shifts taking place in our work places, "showing up unwilling to do emotional labor is a short-term strategy now, because over time, organisations won't pay extra for someone who merely does the easy stuff".
The bottom line message coming from Godin with regard to emotional labour is that - to survive in the new era we face - we all need to put 150% into what we deliver work-wise and quite often in risky scenarios where we have no map but rely on our own inner voice and ability to draw our own maps not read anyone else's.
As Godin says, :
"It turns out that digging into the difficult work of emotional labor is exactly what we're expected (and needed) to do. Work is nothing but a platform for art and the emotional labor that goes with it".
THE BOTTOM LINE? SHIPPING OUR ART!
We are all artists in Godin's Linchpin world. In his usage of the term, he means the following:
"Artist means someone willing to stand up, stand out and make change ...... In a changing environment, you want people who can steer, innovate, provoke, lead, connect and make things happen. That's my thesis. This is a new revolution, and just as Marx and Smith wrote about the industrial revolution, I'm writing about ours".
By ignoring the lizard brain, forging our own path in unmapped territory and doing the emotional labour, we can and should produce great art. Great art underpinned by effort, flair and risk will always resonate. And will always produce positive but unpredictable results. It will resonate within your work place, or within the entrepreneurial furrows you have chosen to plough.
Godin defines Art as follows: 
"Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator".
"Art cannot be merely commerce. It must also be a gift. The artist creates his idea knowing that it will spread freely, without recompense".
... and defines the Linchpin Artist here ....
"An artist is someone who uses bravery, insight, creativity and boldness to challenge the status quo. And an artist takes it personally".
And what do we do with our Art? We must ship it. Get it out of the door and into the hands of others who can most usefully use it. We need to get into a Shipping mentality. In other words, we need to get the fact that we need to create - and then deliver. Delivering and shipping is key. As is getting past the strong resistance of our own lizard brains tempting us by saying "it doesn't really matter", "who's going to be bothered", and "don't strain yourself, take some some time out" - and the like!
As part of the 'shipping' exercise of this blog, I decided to do a bit of shipping myself! Beyond the blog, I picked out some key phrases from the book that had resonance for me and asked illustrator and designer Adrian Elgie to help me bring them to life in his own creative way! I hope you like his illustrations! They are a Linchpin 'gift'!
Here's a final word from Godin on Shipping :
"Am I some sort of prodigy? I don't think so. I ship. I don't get in the way of the muse. I fight the resistance, and I ship. I do this by not doing an enormous amount of tasks that are perfect stalling devices, ideal ways of introducing the resistance into our lives".
IN CONCLUSION ....
"In the linchpin economy, the winners are once again the artists who give gifts".
My personal view is that this is Seth Godin's best book so far and one that has seized him most personally. It is also a book that is far-sighted and very of the moment. It doesn't give us a clear map, but then the whole sentiment of the book is that only by doing the hard work and emotional labour ourselves will we ever forge a meaningful path and route map of our own. It does, however, give us plenty of clear hints at what is to come and what the new revolution has in store for us, and how we could and should become winners.
I would definitely check out Linchpin, and will most definitely be buying it myself [the 60 page pdf version is not enough!]. It's punchy, driven, visionary and urgent, just like the book cover itself. It's an invaluable gift of art that Godin has shipped out to us after some not inconsiderable emotional labour of his own!
Here is a final call to action from Seth Godin to conclude this review! ....
"Becoming a linchpin is in fact the most financially responsible choice you can make. But that's your call, and if you decide you don't want, fine with me".
"You can do it. You can embrace a new path and take it. Don't settle. You're a genius and we need your contribution. Do the work. Please."
The bottom line is that Seth Godin is pretty indispensable himself. As is Linchpin!
* * *
Linchpin illustrations produced for Management Sushi by artist and creative director Adrian Elgie. Check out his work here.
Get your copy of Linchpin here.
Check out other Linchpin Reviews here.
Find out more about the Acumen Fund here.]]>
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	<title><![CDATA[Interim Management : Life at the Sharp End ]]></title>
	<link>http://managementsushi.com/view_post/detail/Interim-Management-Life-at-the-Sharp-End-</link>
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	<pubDate>Tue, 19 Jan 2010 15:44:00 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Dr Peter Wolf)]]></author>
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On the back of the impact of last year's financial crisis, the interim management sector is growing from strength to strength. Recent data from the Interim Management Association in the UK shows that this sector showed significant growth in the latter part of 2009. In 2010, the Recruitment and Employment Confederation has advised that it will be highlighting the positive contribution of the interim management sector across the year. Senior Interim Managers are able to offer significant expertise and wise counsel to a challenged in-house management team in times of crisis. Their input can prove not only invaluable but entirely critical to the successful turnaround of a company in crisis.
In this second blog post from Management Sushi Guest Blogger Dr Peter Wolf [his first blog here examined the preparatory stage to a key interim post], Peter looks in detail at what the first week in post of an interim General Manager should look like. His concluding blog post in this series - coming soon in February 2010 - will look at company myths and why a structured approach to interim management is necessary.
Take a look at what Peter has to say! Don't hesitate to join the conversation and comment below if you have thoughts on interim management that you would like to put forward! Here we go and don't forget to check back in February for the concluding part of Peter's Sharp End of Interim Management blog post series! 
INTERIM MANAGEMENT : KICKING OFF THE FIRST WEEK &nbsp;
The First Week

Never is the saying more true to the letter "There is no second chance for a first impression" than when you first enter your new company as an interim General Manager. You prepared yourself well, you have your script and you have the necessary authorisation by the board. So you feel well prepared for the task. At this point, let me say a word about the dress code - and I do not mean white tennis socks. You will have to fit in which means that if your client is a manufacturing SME in a more rural area of the country then it is a bad idea to show up in an Oxford shirt and pin-stripe suit. Do not overdress nor underdress.&nbsp;

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Cool&nbsp;- but far too eclectic to make a serious impression during the first week as an Interim General Manager! 
Choose your business outfit carefully! 

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The First Week&nbsp; - Day One and beyond
Most importantly, do not enter the company on your own, having to explain to the receptionist who you are. The Chairperson of the company or his/her Deputy needs to be at the reception to meet you and introduce you to whoever they deem necessary on your way to the boardroom. There, the first meeting of the Executive Committee (on the continent, the Executive Management members usually are not members of the board but members of the Executive Committee or Vorstand as it is called in Germany) will start immediately. The situation is different if massive lay-offs are necessary. These have to be prepared before the first day and the Executive Meeting serves as a last briefing about the script for the information meeting with the entire staff. So let's assume that the following is a company without the need for mass-layoffs to balance the situation.


After the introduction round - which has to be broad to give you a feeling about the character of every person present in the room - you start with the first meeting, after having explained a few ground rules. Some of the following ground rules may seem like trivia, but you will need to establish yourself as the new boss immediately.
1. All personnel hirings and redundancies go over your desk. Replacements need your authorisation.2. There is an investment moratorium until you have a full grasp of the situation. 3. You want daily sales reports and liquidity statements plus weekly financial key figures until further notice.4. By the end of Day Three you want a list of all the products listed in order of their margins and yearly sales (as bizarre as it sounds, many SMEs do not know which products they earn money on or which ones they are losing money on). Where it is the case that a company has no clear idea about its product sales, this demand will usually send shock-waves through the Finance Department.5. You want the resumes of all key employees by the evening of the following day.6. Each attending executive has to list the three top priorities/problems of his/her department right there in the meeting.7. Executive meetings have a structured agenda along the functional lines. Quality assurance and quality control are standing items on the agenda as are investments.8. Last but not least ....Minutes: You let the person write the minutes who usually did so in the past and you decide who will do so in the future after you have seen the quality of their draft. The minutes have to give the key arguments in the discussion of every agenda item and the decisions taken, without dwelling on the subject. In my last blog I mentioned the importance of hedging your legal exposure. Minutes are a cornerstone in doing so; consider them to be a legal document.
After the Executive Meeting it is time to go round the company starting with the shop-floor, then HR, marketing and sales, finance and finally IT. A meeting with your immediate direct reports (e.g. PA, secretary etc.) concludes the day. Not quite the end of the working day for you however! - you will have to revise your script, complete action lists and fill your work schedule which will help you for your own reporting to the board as well as the invoicing.
Numbers, Numbers - People, People
The priorities for the rest of the first week are numbers and people. This is because you will need all possible accounting and statistical information to get the full picture of the situation and to be able to identify the problems. Your foremost priority is to confirm the diagnosis or to modify it. This means a lot of number crunching in cost accounting and balance sheet analysis. Which are the problems? Where are they hidden? Remember, the therapy starts only after the diagnosis has been corroborated. Once you have established the A-list of problems, you will have to think about the next steps. And, in doing so it is helpful if you have a structured approach with check-lists. We will expand on this next time. Whatever structure you choose, always watch out for quick wins.
Why people? Apart from establishing which problem you have to tackle, your other uppermost priority is to man the bridge of the ship with the right crew. Hence, your call for resumes of key people earlier on. The question here is "Skill and Will". This you can only find out in individual discussions. You will have to decide who is not up to the task and who is but has reservations about change. Interim management jobs after all are invariably about change. You need a crew who want and who can. Don't get me wrong, I do not advocate hiring and firing but the steering crew has to be top or, as we say in my country, the fish starts to stink at the head. This you want to rectify.
Next month, we will conclude this Blog Post Series by talking about the structured approach that interim management requires and company myths. Don't hesitate to post any queries, ideas or comments in the comment box below! 


Peter is an interim manager, management consultant and entrepreneur. After an international career in life sciences industry working for Swiss and US multinational groups he started his own company, Management Support, in 1996 in Basel/Switzerland. 
Since then he had consulted with numerous clients in industry, the health care sector and services. As an interim manager he helped change organisations in difficult circumstances, optimised business processes as a project manager and consultant and co-founded companies in the biotech and service sector, with successful trade exits and an IPO. 
He holds a PhD in physical chemistry from the University of Berne and an MSc in Business Studies from Warwick University.

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	<title><![CDATA[Teamwork 2010: Co-Creation &amp; Linchpins ]]></title>
	<link>http://managementsushi.com/view_post/detail/Teamwork-2010-Co-Creation-Linchpins-</link>
	<guid>http://managementsushi.com/view_post/detail/Teamwork-2010-Co-Creation-Linchpins-</guid>
	<comments>http://managementsushi.com/view_post/detail/Teamwork-2010-Co-Creation-Linchpins-</comments>
	<pubDate>Sat, 16 Jan 2010 07:15:15 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Gina Abudi )]]></author>
	<description>
        <![CDATA[
Rescue teams working together in Haiti [Image Source: CBC News]
Teamwork is vital to the success of any operation or business project. Well integrated teams with a passion to succeed and a clear goal can surmount most problems to make things happen.
Right now in Haiti, the crisis-ridden country is entirely reliant on rapidly put together teams - from search-and-rescue, medical and disaster-relief teams on the ground to government teams and corporate and consumer fund-raisers around the world - to help it survive and rally in the aftermath of its terrible earthquake on January 12th. &nbsp;These teams have one clear goal and an immense will to succeed despite the many, practical operational difficulties on the ground. There is no room for ego in these circumstances, and all types of rescue teams are having to move rapidly through the first four stages of team development - from the initial coming-together of a random cross-sector of people to high-level performance in critical and heart-breaking circumstances- in an intensely jam-packed window of time. [Click here for a link to Google's Support Disaster Relief in Haiti page].
The social media revolution is also triggering new types of team development encouraging, as mass behaviour expert Mark Earls writes in his extraordinary book Herd, "consumer-to-consumer co-creative interactions". C K Prahalad talked about this in his book 'The Future of Competition' published six years ago. He recognized that the structural changes brought about the convergence of industries and technologies alongside ubiquitous connectivity and globalization were triggering an evolution in the role of consumer. No longer passive recipients they were now team players and active co-creators of value where "the consumer and the firm are intimately involved in jointly creating value that is unique to the individual consumer and sustainable to the firm". Business writer Clay Shirky's recent book 'Here Comes Everybody' also discusses this contemporary phenomenon of co-creativity triggered by the explosion of the internet, social media and information access. He tells us "Collective action, where a group acts as a whole, is even more complex than collaborative production, but here again new tools give life to new forms of action".
Regular Management Sushi guest blogger and strategic project management expert Gina Abudi is fully conversant with the psychology of team development. In this blog she talks us through team leadership and the five critical stages of team development. [FYI: Business Week published a Harvard Business Review team development article last week 'Five Ways to Lead with More Compassion' which would definitely be worth reading alongside Gina's blog post on this topic!].
As a final aside, Seth Godin in his forthcoming book 'Linchpin: Are you Indispensable' [coming out on 26th January] challenges individuals to 'do the work' and get involved when it comes to being a team player at work. He says: "Showing up unwilling to do emotional labor is a short-term strategy now, because over time organizations won't pay extra for someone who merely does the easy stuff".
&nbsp;Here's what Gina has to say ....
&nbsp;THE FIVE STAGES OF TEAM DEVELOPMENT
There are five stages of team development through which every team progresses.&nbsp; These were developed by Bruce Wayne Tuckman; with the 5th stage developed in conjunction with Mary Ann Jensen.&nbsp; The five stages are shown below:
Stage 5: Adjourning
Stage 4: Performing
Stage 3: Norming
Stage 2: Storming
Stage 1: Forming
All teams progress through the stages in the order shown - from Stage 1: Forming through to Stage 5: Adjourning.&nbsp; A team that has been working together for a while may progress faster than a new team that is working together for the first time, but inevitably something occurs - a new member joins, one of the members has a personal difficulty and loses focus on doing his/her part, a difficult problem occurs that distracts the team, etc. - that pushes the team back to a previous stage.&nbsp;
Let's look at an example of such a situation. Project Team A has been working together on a project for the past 18 months. The project has been going successfully - on time and on budget - and the team has worked together smoothly. The team is currently performing in Stage 4: Performing.&nbsp; Josh, one of the team members, agreed to work on a particular part of the project that requires coding of a database application.&nbsp; He has 5 days to get the code completed and tested so that the project can move along to the next phase.&nbsp; Although help was offered, he has decided to go ahead on his own to get it working as he has done this before and is confident he can meet the deadline.&nbsp; Since he has always been successful in the past, the team leader allowed him to proceed on his own.
Two days into his component of the project, Josh learned that his wife may be laid off from her job.&nbsp; She is worried about losing her job and Josh also is worried as they count on her income to sustain the family.&nbsp; He becomes distracted, and given that, he begins to have difficulty concentrating on his component of the project.&nbsp; Five days have passed and his part of the project is not even close to being completed.&nbsp; He was too embarrassed to approach the team leader about his situation and ask for help to keep him on track with his part of the project.
Additionally, other team members have noticed that something is not quite right with Josh, but have not spoken to him about what might be bothering him and have not mentioned their concerns to the team leader.&nbsp; Frankly, everyone was too busy to even think about it.
Two days after Josh's component of the project was due, the team leader asked Josh about it.&nbsp; He told her that he is not yet done and needs another 4 - 5 days to complete it.&nbsp; This was a major setback for he project and the project team as a whole. The other team members cannot move forward with their components of the project until Josh finished his component.&nbsp;
In this example, we have moved from a Performing team (Stage 4) back down to a Storming team (Stage 2).&nbsp; The team members are angry that Josh has not pulled his weight - their success and the success of the project rested on his shoulders and he let them down.&nbsp; They are also angry that the team leader did not see this coming and only checked up on Josh after his deadline for that task.&nbsp;
The team will need to move from the Storming stage (Stage 2) back through to Norming (Stage 3) to get back to Stage 4 (Performing).&nbsp; They will not be able to jump from Stage 2 to Stage 4.&nbsp;
A successful team leader will keep the pulse of the team at all times.&nbsp; He/she is responsible for helping the team move through the stages of team development.&nbsp; By keeping track of how the project is progressing and how each individual is performing along with how the team is performing as a whole, the team leader will be able to "catch" issues before they arise and keep the team moving in the right direction and not backwards.&nbsp; Of course, be aware that changes to team members, problems that might arise, etc. will affect the team's progress.&nbsp; A good team leader will anticipate such changes - or at least be able to respond immediately when they do occur!&nbsp; In this way, adjustments can be made to get the team back on track with the least amount of disruption.
To read more about what occurs in each of the five stages of team development and to read another example of a team progressing through all five stages, please read the entire post here [click here for Part I - and here for Part II].
Gina Abudi has a broad range of consulting experience in strategic planning, business impact and ROI, project management, general management/leadership and needs assessments.&nbsp;&nbsp; She works with clients to develop strategic learning and development programs for all levels of employees, including high potentials and executives.
Gina has been honoured as one of the Power 50 from PMI&reg; - one of the 50 most influential executives in project management, working to move the profession forward.&nbsp; She serves on the PM Summit/BA World Advisory Board and is Chair of the Leadership Committee for PMI&reg;'s Global Corporate Council.&nbsp;&nbsp;
Gina has presented at various conferences on Business Impact and ROI Analysis of Project Management Training Programs, Developing a Project Management Best Practice, and Assessing Project Management Skills.
Gina received her MBA from Simmons Graduate School of Management.&nbsp; She blogs at: http://www.ginaabudi.com.
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	<title><![CDATA[The Shape of Interim Management To Come ]]></title>
	<link>http://managementsushi.com/view_post/detail/The-Shape-of-Interim-Management-To-Come-</link>
	<guid>http://managementsushi.com/view_post/detail/The-Shape-of-Interim-Management-To-Come-</guid>
	<comments>http://managementsushi.com/view_post/detail/The-Shape-of-Interim-Management-To-Come-</comments>
	<pubDate>Thu, 10 Dec 2009 18:51:02 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Dr Peter Wolf )]]></author>
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In November 2009, the CBI in the UK released a highly important trends document entitled The Shape of Business: The next ten years. They predict that "the business environment of the next decade will be significantly different to what might have been expected just two years ago". In response, businesses, they say, will respond across the organisation, "moving to a more flexible, collaborative and leaner model". This drive towards flexibility will see a significant number of businesses move to a new employment model. From now on, most businesses will reduce the core of their permanent staff and boost their usage of a greater number of freelancers, consultants and temporary workers. The opportunity for skilled interim managers could not be more acute, but the interim roles will by no means be easy.
In this guest blog post for Management Sushi, Dr Peter Wolf kicks off a mini-series of blog posts looking at the Sharp End of Interim Management. In his first piece, he looks at the significant amount of preparation required before the First Day. His next piece will look at the implications around the First Week. As he says in his piece, interim management is certainly "not for the fainthearted"!
Before we get started, here a few useful links that give you a wider sense of interim management practice. Nick Robeson, CEO of interim management provider Alium Partners talks about their approach to interim management solutions provision while Practicus Interim Management provide a useful insight via a case study of a typical and challenging interim management remit. Finally, Simon Berry of Interim Assignment gives some tips on what to think about when considering a career in interim management. Check out also the latest Schumpeter column in this week's Economist [Talent on Tap : 11 December 2009] which shows how the fashion for temps has now reached the executive suite.
OK, so without further ado here's Peter Wolf with the first of his Interim Management Sharp End series. Take it away Peter ..... !
INTERIM MANAGEMENT - LIFE AT THE SHARP END: PART 1
Not for the fainthearted .... !
For the past thirteen years I had been working as a management consultant and interim manager in Switzerland, France, Germany and the UK. Therefore, this is a practitioner's view about change management under aggravated conditions typical in interim management situations.
When you work as an interim manager you inevitably end up working for companies which have a problem or two, either their profit and liquidity had gone south - sometimes over years, sometimes quite rapidly - they have a blatant leadership problem or in the best case scenario, there is a vacancy due to illness or accident which has to be filled immediately for a limited period of time. In any case, it is bit like parachuting into the jungle, not knowing which of the swamps and wild beasts you read about will expect you. A union lady once asked me: "Now that you have been flown in here, what are you going to do about it?" and a manufacturing director in France, with French eloquence: "Eh bien, monsieur, est-ce que les choses vont changer du brut au brutal?" In both instances a mixture of fear and reservation was tangible.
With ample experience in the health care sector and pharmaceutical industry I compare the company's situation with a patient sitting in a consultant's hospital surgery, waiting to be diagnosed and treated. The difference of course is that the company speaks with many voices and what's more, most of those voices have their own hidden agenda. A patient has usually seen a GP before being referred to the specialised doctor for his disease. Hence, there is already a diagnosis albeit sometimes the wrong one. The company has its bunch of GPs, too, namely the auditors, the banks and sometimes a strategy consultant who needs a guy implementing the strategy change by applying some surgery. And, the quality of the initial diagnosis differs widely. Whichever metaphor you use to describe the situation, you need to be a quick adapter and to have a keen survival instinct.
Before the First Day
Preparation is paramount. Apart from information gathering about the situation there are a number of issues which have to be clarified:

Set-up of the assignment. This is important not only because it defines how the employees view you and the clout you will have but also because of your legal exposure. Not surprising, the higher up the hierarchy, the riskier the situation for the interim manager. You will need to build in some safeguards in your contract (financial authority and type of decisions which need board approval) and the company needs to cover you in their D&amp;O insurance policy. To your dismay you will sometimes discover they do not have one, but that is another story. 
Know the expectations of the stakeholders. Banks, shareholders and management can have quite different views about what should be done depending on their particular stake in the company.
You need to get a picture of the situation as detailed as possible. So, speak to as many parties beforehand as possible to know the expectations and more important, the motives behind them.
Layoffs: Careful about employment law regulations and procedures. Your case has to be watertight.
Communication! I cannot stress enough the fact of a communication strategy with clear statements and an unambiguous language about the situation of the company, the objectves to be achieved with the interim manager. Part of this strategy is a script which details at length the actions of the days immediately before and after your start in the company. If the funds of the company permit it, the help of a communication consultant is recommended.
As everybody can imagine, time is of the essence. It's always critical as Deanne Earle quite rightly wrote in her recent blog on Management Sushi - but never more so than if a company is in.

Next time about we'll talk about the first week and the confirmation of diagnosis.
&nbsp;Peter is an interim manager, management consultant and entrepreneur. After an international career in life sciences industry working for Swiss and US multinational groups he started his own company, Management Support, in 1996 in Basel/Switzerland. Since then he had consulted with numerous clients in industry, the health care sector and services. As an interim manager he helped change organisations in difficult circumstances, optimised business processes as a project manager and consultant and co-founded companies in the biotech and service sector, with successful trade exits and an IPO. He holds a PhD in physical chemistry from the University of Berne and an MSc in Business Studies from Warwick University.]]>
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	<title><![CDATA[Igniting Possibilities in 2010! Deanne Earle tells us how! ]]></title>
	<link>http://managementsushi.com/view_post/detail/Igniting-Possibilities-in-2010-Deanne-Earle-tells-us-how-</link>
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	<comments>http://managementsushi.com/view_post/detail/Igniting-Possibilities-in-2010-Deanne-Earle-tells-us-how-</comments>
	<pubDate>Wed, 09 Dec 2009 06:57:02 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Deanne Earle)]]></author>
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As promised, here's the full interview with Guest Blogger Deanne Earle of Unlike Before. Don't forget to check out as well the Xtranormal video clip showing the preview interview between Management Sushi and Unlike Before! See the earlier blog post to find out more! 
Deanne&nbsp;talks about Ignite - her new eBook on behavioural change with handy tips on how to make key changes for yourself. The eBook comes complete with a useful workbook format so you can jot down your thoughts as you read the Change Tips! Check it out! Deanne also gives us the lowdown on herself, her background and even some top Italian wine &amp; food tips. Deanne is a proud Kiwi now living and working in Italy!
Q: So what's Unlike Before and your transformation concept all about? 
Unlike Before is about things being different to what they were before. Just like a Monarch butterfly transforms from caterpillar to butterfly, businesses, people and projects have to change to cope with different or new situations. At Unlike Before we believe change doesn't have to be difficult and when we change our behaviour we can and do create powerful and different outcomes.
Q: Where did you gain your professional grounding?
New Zealand, then in various countries once I moved to the UK. I'm a proud Kiwi and have been lucky to work for some great food manufacturing companies and software service providers in New Zealand. Working on both sides of the fence has made a big difference to how I view organisations, their challenges and triumphs, what drives them and what makes them tick or not as the case may be. My background is manufacturing and supply chain and ERP information systems all with a business background rather than technical. It was exciting when I got head hunted and joined a big ERP provider as that's where the business consulting and project management came into play. Lots of different projects with lots of different customers in different industries and countries. It's all been rounded out with various leadership roles in operational and service delivery management.
Q: As a virtual citizen, operating globally from the heart of Italy, what's your view on the kind of opportunities and trends this kind of highly contemporary working lifestyle represents? 
All businesses want to reduce costs. What with so much focus on climate change and carbon footprints it's important to make full use of technology and alternative ways of working. I'm not just talking outsourcing or off-shoring here, though they continue as significant opportunities for reducing ongoing cost. What I'm talking about are projects running across multiple time zones, cultures, languages and balancing the needs of the project with the desire to meet cost cutting and &lsquo;green' targets. It's impractical to have everyone together in one place all the time when operations are spread across the globe. There may still be a head office but it doesn't really fit with today's projects. The need for teams to meet and work virtually will only trend upwards. If your expertise adds value and you can adjust your hours to accommodate meetings in different timezones, it no longer matters where you live - I might live in Italy but I work across the globe and often without leaving my office.
Q: Your new e-Book Igniting the Possibility - give me a brief heads up on what that's all about!
Ignite is about creating the change you want. We all moan and mutter about &lsquo;he's this' and &lsquo;she's that' but how many of us are prepared to change our own behaviour to makes things different? Ignite challenges 5 common behaviours experienced every day though focuses on them in a business situation. It's a How-To - how to recognise the affects, how to look in at ourselves then out at others to acknowledge how we are and the impact we have on those around us, how to carry forward that new understanding with a different behaviour. Ignite doesn't say &lsquo;hey, everything's just fine and dandy', no, it says &lsquo;yeah things are good but is it enough?' It pushes your comfort zone and it supports you.
Q: Which academic author or book has inspired you most in the area of change and transformation consulting
Right now it's William Tate and his recent book The Search for Leadership, An Organisational Perspective. Other's are Charles Handy, Ram Charan, and Patrick Lencioni. They're all leadership gurus having seen what works and what doesn't and write about how leadership can transform or stifle organisations.
Q: What are the three key things you need to remember for successful 'ignition' of change possibilities? 
-&nbsp; Change is not difficult. See things for what they are and get out of your own way-&nbsp; An open mind means nothing much will surprise you-&nbsp; Change happens - nothing will ever stay the same; get over it and get on with it
Q: And finally .... ! What's your top Italian wine recommendation and favourite Italian dish?!
Now that's probably the most difficult question of all! Living in The Langhe, there are loads of wines and dishes to choose from so I'm going to be a little greedy if that's OK - I've chosen 2 wines and 3 dishes - food that's made me an honorary local.
My absolute favourite local white wine is Arneis and in particular Arneis from Vietti Wines. It's a fabulous quaffing wine for long hot summer days, is perfect as an aperitif or with light summer meals. It's made by my husband's cousin but it was my favourite before I even knew that!
For a red well ummm... that's tough because Piemonte is famous of course for Barolo, Dolcetto, Nebbiolo, Barbaresco and Barbera. I guess I would have to go with Dolcetto as an everyday wine. Smooth, easy to drink and great with casual meals like pizza and pasta. Can I just say though that Barolo is great AFTER a meal and goes particularly well with dark chocolate.
Food... I love tiny ravioli with sage and butter - fabulous anytime of the year; bagna cauda - a winter dish made with masses of anchovies, garlic, and olive oil that you treat a bit like a dip and scoop up with raw veg (make sure that you don't have any important meetings scheduled for the next day because of the garlic); and then there's bagnetto verde, which is a gorgeous salsa made mainly with parsley, anchovies, capers, garlic, salt &amp; pepper and olive oil all whizzed up together. Delish on top of more anchovies or oven roasted capsicum, or fresh tomatoes in the summer. Ok so I have a thing about anchovies, garlic and capers...
Click here to access the link to Deanne Earle's change behaviour eBook Ignite the Possibilities. Sounds like it would go down well to work through the eBook accompanied by a glass of Deanne's local white wine Arneis! Hot stuff! 
Deanne Earle is Director of Unlike Before. Unlike Before are Business Consultants and Program/Project managers specialising in organisational change and IT-led projects that are complex in nature or in a state of crisis. Deanne and her team are renowned for action; able to show businesses and their people how to make change happen fast visibly, reducing the effects and costs of lost productivity. Check out all the latest from Unlike Before at http://www.unlikebefore.com/.]]>
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	<title><![CDATA[Baby Boomer Brouhaha : An interview with Gina Abudi ]]></title>
	<link>http://managementsushi.com/view_post/detail/Baby-Boomer-Brouhaha-An-interview-with-Gina-Abudi-</link>
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	<pubDate>Mon, 07 Dec 2009 20:30:06 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Gina Abudi )]]></author>
	<description>
        <![CDATA[
Here is an interview with regular Management Sushi Guest Blogger Gina Abudi.
Today, we look at the burning question of how to plan in the workplace for the ultimate exodus of the baby boomer era. Training up high potentials is of critical importance right now, particularly in such difficult and challenging times for businesses around the globe.
You can access&nbsp;a detailed paper on this topic which&nbsp;Gina has&nbsp;authored&nbsp;here. We discuss the subject further below. Take a look and see what YOU think! Gina&nbsp;is a highly experienced project management and strategic consultant with a strong grip on today's tough management topics.
Q1: What are the Top Three Factors that you think differentiate top notch high potentials in your view?
A: First - creativity. You can differentiate your high potentials by their creativity in their thought process. These are individuals who consistently think outside the box and look for creative, but still practical, solutions to problems. They are innovative individuals, looking to take on new challenges and responsibilities to continue to grow and develop their skills.
Second - adaptability. They embrace change. They are not afraid of change and frankly are always looking for better ways to do things, how to improve processes, etc.
Third - they have a "take charge" attitude; but I don't mean forcing themselves on others, rather by showing leadership in meetings and on projects through the knowledge they bring to the table. They are individuals who are interested in understanding the business and the industry and to that end look to learn how each of the components of the organization works as a whole. I have a friend who works for a top management consulting firm and employs many younger generation people. They think nothing of banding together to go up the chain to the head of the organization to provide the CEO their thoughts on the direction of the company. This is not something a baby boomer is likely to do. He/she would follow the chain of command.
Q2: Do you think that Leadership Training for High Potentials will be in any way different to Baby Boomer Leadership Training?
A: Yes - assuming we are thinking of "high potentials" as coming from the younger generation. Today's generation is much more versed in technology and social media. I believe a component of the training will need to include social media - such as Twitter, LinkedIn, and blogs and wikis. Today's generation is not willing to sit in a classroom for a few days for training - they want to learn, they just want to learn differently. They enjoy simulations and the use of gaming technology to learn. They want to learn in small "chunks" - through YouTube videos, Twitter "hash" tags, wikis and other social media methods. They also want to learn every day - they just don't want to do it by sitting in a classroom and listening to an instructor lecture to them. That being said, we should just throw out current learning programs that are successful, we just need to "tweak" them to work for a newer generation.
Q3: In your mind, what key leadership traits define the Baby Boomer and High Potential? How do they differ?
A: Baby boomers believe there are specific ways to accomplish tasks and a set protocol to follow for accomplishing the end result. They tend to prefer a more stable environment with a hierarchy and protocols/ways of getting things done. Whereas high potentials (the younger generation) tend to be more creative and open to different ways of getting to the end result. They are self-sufficient and independent and don't want to be managed - they have a high need for autonomy. They want to try new things and tend to look at different avenues to achieve their goals.
High potentials tend to be more creative in their solutions looking at options many of us from the "baby boomer" may not even have ever considered. High potentials tend to be focused on "knowledge work," and they want to collaborate with others around them and they do so through social media outlets, blogging, and instant messaging. Unlike leaders of the baby boomer generation - the high potentials will be much more collaborative with all employees at all levels to reach goals.
Q4: In the post Baby Boomer management landscape, what risks do you think might arise during the High Potentials leadership era?
A: This is a difficult question to answer and I know I don't have a perfect answer here. It would be great to hear what the readers think! [What are YOUR thoughts?!Click below to let us know!] But let me take a stab at it based on what I have experienced with some clients as well as my own organization. The younger generation tends to like more "trial and error" to reach an end result - they are willing to try different approaches and it is fine if it fails. The baby boomer generation tends to be more analysis-oriented and review all options before reaching a decision. They are in many cases more risk averse than the younger generation. There may be cases where analysis is required before anything is attempted especially in high risk situations where failure may be of concern. So there is a potential risk.
The younger generation had the opportunity to grow up in a society where technology allowed for much easier and faster dissemination of information, as well as the self-sense that anything is achievable through technology. While this may be true from a technology perspective, as a society we have yet to be able to handle the social and cultural issues with a technology solution - we are not that mature yet. Baby boomers may be more hesitant to jump into technology to solve issues and meet goals, while the younger generation would not be. A potential risk is that there is no sufficient long term experience of the use of technology to solve major issues and meet goals.
Q5: How would you prioritise the core competencies that a High Potential should be able to demonstrate with ease?
A: Collaboration, creative problem solving and decision making, adaptability/flexibity - to name a few. Additionally, the younger generation has a much broader depth of cultural experience than many generations before them. It provides them an ability to understand and appreciate global impact more readily than their predecessors. Given today's global environment, this is a definite strength they bring to the workplace.
Q6: How well do you believe the GenY brigade will be able to fit into current High Potential leadership training schemes when their turn comes? Or, do you believe a far more radical leadership training scheme would be required at that time?
A: Likely adjustments will need to be made, as adjustments should be made for leadership training on a regular basis to ensure effectiveness. I imagine more social and informal learning methods will be integrated into programs using wikis, blogs, instant messaging, and other social media tools and technology. In fact, maybe informal and social learning will replace much of the standard classroom learning programs at some point in the future.
Q7: As a high flyer yourself, what are the three key critical leadership behaviours, that you believe professional individuals must possess?
A: First - the ability to adapt to changing business conditions and changes to the environment around the individual. If leaders can do this, they are able to seize opportunities to ensure growth and prosperity of the organization.
Second - listening and observation skills. This is often underrated. Too often people want to come out with a solution prior to really understanding the problem. Every good leader must have the ability to sit and truly listen and observe their surroundings to understand what is happening around them.
Third - the ability to be strategic and focus on long term goals and ensure that vision is communicated and shared with the organization as whole. Leaders need to know when they need to change course to meet the long term goals of the organization - which means recognizing if you are on the wrong path and correcting the direction.
That being said, there are so many other skills that a leader must have to be effective; especially in today's current environment. These in particular that I mention I do so because I see a tremendous need for these skills today.
GINA&nbsp;: Thanks for allowing me this opportunity to share my thoughts with others.
BERNIE : A pleasure Gina - and thank you very much for your insights and ideas. It's always great to chew the cud on some tough topics. It will be interesting to watch the impact of the baby boomer exodus from the job market and how fully trained High Potentials begin to step up the markWatch this space!
Gina Abudi has a broad range of consulting experience in strategic planning, business impact and ROI, project management, general management/leadership and needs assessments. She works with clients to develop strategic learning and development programs for all levels of employees, including high potentials and executives.
Gina has been honored as one of the Power 50 from PMI&reg; - one of the 50 most influential executives in project management, working to move the profession forward. She serves on the PM Summit/BA World Advisory Board and is Chair of the Leadership Committee for PMI&reg;'s Global Corporate Council.
Gina has presented at various conferences on Business Impact and ROI Analysis of Project Management Training Programs, Developing a Project Management Best Practice, and Assessing Project Management Skills.
Gina received her MBA from Simmons Graduate School of Management. She blogs at: http://www.ginaabudi.com/.
Blog Image courtesy of the New York Times Laugh Line Section, December 2007]]>
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	<title><![CDATA[Hot Stuff! Does Igniting Possibilities spark your interest? ]]></title>
	<link>http://managementsushi.com/view_post/detail/Hot-Stuff-Does-Igniting-Possibilities-spark-your-interest-</link>
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	<comments>http://managementsushi.com/view_post/detail/Hot-Stuff-Does-Igniting-Possibilities-spark-your-interest-</comments>
	<pubDate>Mon, 07 Dec 2009 18:36:48 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
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... Check out the Management Sushi blog this coming Wednesday to see the full interview with Deanne Earle of Unlike Before talking about her new eBook Igniting the Possibility.
You can check out an early preview of the interview here in this light-hearted Xtranormal video clip! Hopefully it will spark your interest to find out more!
Here's an early Tip from Deanne .... Change happens. Nothing will ever stay the same. Get over it. Then Get on with it.&nbsp; .....&nbsp; Wise words! Check back for more this Wednesday!
When discussing Igniting The Possibility, this is what Deanne tell us.
This ebook will challenge you. It will challenge how you think and what you do, and the effect of both on yourself and on those around you. The content of this ebook lays bare 5 common behaviours giving you the unique opportunity to study them closely, work through the interactive actions for maximum effect, and add valuable tips for your leadership toolkit. 
Deanne will not just be talking about how to make successful personal change in her interview! She will also be giving us some hot Italian wine and food tips as she is lucky enough to live in the fantastic Langhe region of Italy near Turin! Here's a sneak heads up ...Dolcetto red wine and tiny ravioli with sage are definitely on the list!
Enjoy! And don't forget to check back this Wednesday to find out how you can Ignite all your Possibilities as you head into 2010 and a brand new decade. 
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	<title><![CDATA[2010 : Year of the TV Marathon Work Week Approach?! ]]></title>
	<link>http://managementsushi.com/view_post/detail/2010-Year-of-the-TV-Marathon-Work-Week-Approach-</link>
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	<pubDate>Sun, 06 Dec 2009 17:34:46 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Barry Zweibel)]]></author>
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        <![CDATA[
In a world of accelerating change, social media revolution, and communications overload, you can run the risk of getting burned out very quickly no matter what profession you pursue. If you don't have a strategy for your working week, you can soon find yourself in the realms of procrastination [and not quite getting round to &lsquo;getting your stuff done'!], rather than the giddy heights of successful productivity. Management Sushi Guest Blogger and coaching expert Barry Zweibel offers below a quick look at one of his recipes for better time management [check the end of the blog for an unexpected &lsquo;secret ingredient'!]
Before you get into the nitty gritty of what Barry has to say, here's a brief snapshot of some other helpful time management advice. First of all Stephen Covey is the King of Time Management. Check out his Seven Habits of Highly Effective People for some sharply focused tips on revving up your personal brand and effectiveness. John Kotter's latest book A Sense of Urgency is also worth checking out... he urges development of a keen sense of urgency in business approach since, as he says, "urgency is becoming increasingly important because change is shifting from episodic to continuous". To help lessen communications overload, the Time Management Institute offers a set of seven good tips worth checking out! And finally, Randy Pausch's seminal lecture on Time Management is also highly recommended.
As an aside on the social media front, check out PR and Social Media Expert Brian Solis' latest PR 2.0 Blog Post [The Greatest Hits of 2009 Part 1 : 04/12/2009] for a very helpful round-up of his most pithy and useful communications blog posts in 2009!
Here's what Barry has to say .....
TV MARATHONS: A BETTER TIME MANAGEMENT RECIPE
An entertainment trend that developed over the last several years is cable TV stations running marathons of their favorite television programs. Back in December 2003, I blogged about the implications of applying the "Marathon Days" concept to the workplace. Here's what I thought our weekdays might look like under those circumstances ...
Monday could be "Email Day" where all we did was respond to what was in our in-boxes. Now many of you get *zillions* of emails, no doubt, but I gotta believe that if you had an entire day to focus just on that, why you might even be able to come in a little bit late on Mondays. And wouldn't that be a nice way to start the week?!
Having eased into the week like that, Tuesday would then be "Commitment Day." This would be when you'd be responsible for doing all the things you said you'd do in your emails, a week ago Monday. Just imagine: "Sorry, boss, I can't help you out right now, I'm too busy honoring the commitments I've already made to other people."
Of course that would mean that Wednesday would have to be "Commitment Overflow Day" (COD for short). Why? Well for two reasons.
1. Many of us aren't so good as saying "no" to people, so chances are that we'll have more commitments to honor that can be reasonably worked in one single day. 2. I suspect that just as we changed the rules in Monopoly to add a kitty to Free Parking, Tuesday might very well morph into something called "Procrastination Day." Just imagine, a whole day where NOT getting anything done is the order of the day. Knowing America's workforce for what it is, I suspect that in a passive-aggressive way, Tuesdays just might turn out to be the most productive time in our country's entire history! But in the event it's not, that's where "Commitment Overflow Day" comes into play.
Thursday, then, would be "Customer Complaint Day." Of course, your best move on Thursday's would be to tell your customers to "Send me an email, which I'll *gladly* look at on Monday. So you may want to remember that!
And all that means that Friday could be "Personal/Professional Development Day." That'd be when you focus on that performance improvement plan of yours, practicing your leadership, communications, and delegation skills, talking with your coach, and generally showing the world what a wonderful, caring, helpful, competent, person and professional you are. Wouldn't that be a nice way to head into the weekend? (My guess is that with Fridays designated for this, unscheduled 3-day weekends would plummet!)
With the year winding down, you just might want to think about testing this Marathon approach to your workweek - or some variation thereof. So here's the template of what we just covered:
&bull; Mondays :&nbsp;Work to improve the clarity and succinctness of your written (verbal, and non-verbal) communications.&bull; Tuesdays :&nbsp;Learn how to say "no" or how to make counter-offers so that you don't wind up over-committing yourself (as you typically do).&bull; Wednesdays :&nbsp;Practice honoring the commitments you DO make, more consistently, more thoroughly.&bull; Thursdays :&nbsp;Interact more regularly, and intentionally, with your customers, stakeholders, vendor personnel, and internal staff - the people who rely on you and who you rely on.&bull; Fridays :&nbsp;Do what you need to do to be that much better at what you do (and who you are.)
So how's that for a recipe for success?! And speaking of recipes, I just found out that there's an "Iron Chef America" marathon getting ready to start. Who knows, maybe the "secret" ingredient they'll be using will be ... wait for it ... Management Sushi?!
Barry Zweibel, MBA, MCC, is president of GottaGettaCoach!, Inc. As a noted executive coach, leadership consultant, and master certified life coach, he engages smart, capable, people in meaningful conversations about their personal growth and professional development.
Barry's customized, coaching, mentoring, and consulting are particularly well-suited for executives and mid-level managers interested in increasing their organizational impact and influence. Those looking to improve their confidence, creativity, charisma and work/life balance, benefit from his life coach and life coaching-related services, as well.
For information on how Barry Zweibel can help you - or those in your organization - visit: http://www.ggci.com/ (web); http://www.ggci.com/blog2/ (blog); http://www.ggci.com/NotJustTalk/ (newsletter); http://twitter.com/ggci (Twitter); or contact Barry directly, at bz@ggci.com or 847-291-9735.]]>
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	<title><![CDATA[USF Health's Mo Kasti on Leadership 2.0 ]]></title>
	<link>http://managementsushi.com/view_post/detail/USF-Healths-Mo-Kasti-on-Leadership-2.0-</link>
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	<pubDate>Tue, 01 Dec 2009 18:25:24 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Mo Kasti )]]></author>
	<description>
        <![CDATA[
Harvard Business Review has an article out this month [How to pick a good fight : December 2009] which contends that strong leaders can create the kind of conflict that can spark creativity and innovation. They say .....
Most leadership experts argue that the best way to manage change is to create alignment, but our research indicates that for large-scale change or innovation initiatives, a healthy dose of dissent is usually just as important. Within an acceptable range of competition and tension, science shows, dissent will fire up more of an individual's brain, stimulating more pathways and engaging more creative centers. In short, more of what makes people unique, innovative, and passionate is available for use.
The HBR article points to the recent Lehman demise and argues that a peaceful, harmonious workplace can be the worst possible thing for a business. In the case of Lehman, they point out ...
The effort to eliminate discord at the firm had backfired. Lehman's board of directors and management team became too agreeable-and too loyal, content to follow even when they knew better. In 2007 and 2008, numerous signals indicated that the firm was heading into a crisis, but insiders who paid attention to them were afraid to point out the elephant in the room. It turned out that loyalty meant loyalty to Fuld, according to accounts from former employees. That loyalty led Lehman executives to an almost willful blindness. Nobody wanted to disrupt the peace.

Mo Kasti, Chief Transformation Officer for USF Health, questions in his guest blog below whether in these tough and changing times do we really need &lsquo;NEW' Leadership Practices?
Or, as he says, should we instead be looking back to the experiences of our ancestors for true inspiration and learning about how best to cope with the challenges of our times.
As Mo points out, our ancestors "took risks, went without and braved the unknown ...they persevered, and have contributed to our existence".

Read on to see what Mo has to say ....
LEADERSHIP 2.0 : Do we need NEW Leadership Practices in these tough and changing times? 
I offer the following:
1) If we expand our time horizon to say 2000 years or more and expand our view to a global view with global cultures, we can quickly realize that Leadership has always been there (fundamentally) but always has evolved.
2) There is something to be learned by reflecting on our ancestors' experiences and outcomes. There is great value in going back to our roots and revive a devotion to our distant elders. They took risks, went without and braved the unknown. Many of them came from common stock and were neither rich nor well educated. But they persevered and have contributed to our existence. While money may have been in short supply for them, talent was not.
3) Sun Tzu in the Art of War (500BC) one of the oldest and best strategy books, discussed the criticality of leadership and the characteristics of good and dangerous characteristics.
Sun Tzu Said:

Warfare is the greatest affair or state, the basis of life and death ...Therefore, structure it according to five factors

1. "The Tao (The leadership Offer) causes people to be fully in accord with their ruler (Leadership Offer)2. Heaven encompasses yin and yang, cold and heat, and the constraints of the seasons.3. Earth (Situation) encompasses far or near, difficult or easy, expansive or confined, fetal or tenable terrain4. The Generals (the Leaders) encompass wisdom, credibility, benevolence, courage and strictness 5. The Laws encompass organization and regulations"
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4) Cheng/Chi - Orthodox versus Unorthodox Leadership


Sun Tzu said: In general, in battle one engages with the orthodox and gains victory through the unorthodox. ... the colors do not exceed five, but the changes of the five color can never be completely seen. The unorthodox and orthodox mutually produce each other just like an endless cycle... Orthodox leadership includes employing troops in the normal conventional "by the book" expected ways, while stressing order and deliberate movement. "Unorthodox" leadership tactics are primarily realized through employing forces, especially flexible ones, in imaginative, INNOVATIVE, unconventional, unexpected ways.
5) What we are seeing today is ANOTHER shift in the TERRAIN (In paradigm) that requires a shift in leadership Practices (since what was Unorthodox (Chi) has become orthodox(Cheng) and the need for Innovation - Unorthodox (chi) is now due. However, Leadership fundamentals are still the same:
1) Leading with Strategy2) Leading People 3)Leading for Results
Anchored in behavioral and emotional intelligence and innovation.

6) Dynamic change demands transformation leaders. Facing today's complex challenges as a leader requires a personal readiness for transformation. Transformation does not mean abandoning what the fundamentals are, but having the COURAGE to jump to a SECOND CURVE. Because a shift from the first curve to the second curve is not linear or incremental. It is dynamic. That means letting go of 1/3, keeping 1/3 and learning new 1/3 practices based on the new terrains.

In summary:
The Art of Leadership 2000.0 is about : ...
1. Leading with Terrain Based Strategies (formless like water) - Agile, flexible2. Leading People through partnership: Leading with Orthodox and Unorthodox practices3. Leading for Results: Shifting the paradigm of what results means in the new world

If you would like to learn more about the Art of Leadership and Terrain Based Strategy, please feel free to contact Mo Kasti at: mkasti@health.usf.edu. Mo is the Chief Transformation Officer at the Center for Transformation &amp; Innovation (CTI) for USF Health. 
USF Health is part of the University of South Florida and dedicated to improving the full spectrum of health - from the environment, to the community, to the individual. This unique partnership is formed by the Colleges of Medicine, Nursing and Public Health at the University of South Florida.

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	<title><![CDATA[The Fishy Challenges of Leadership in Business ]]></title>
	<link>http://managementsushi.com/view_post/detail/The-Fishy-Challenges-of-Leadership-in-Business-</link>
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	<pubDate>Fri, 20 Nov 2009 10:31:26 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Deanne Earle)]]></author>
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        <![CDATA[
It may look like there is an excess of fish on this Management Sushi blog post - not just the brand header but the blog post image as well - but there is actually a very good reason for this piscatorial excess!
Here's why ...! Unlike Before's Deanne Earle in her latest blogpost below, looks at leadership impact on organisational challenges while discussing the views of William Tate's book&nbsp;on the subject. The blurb to the book has this to say :

When managers are called on to display leadership they do so in a particular environment. That environment is often toxic and difficult to penetrate. Leaders need to be able to navigate dirty waters. They also need to see that their job is to clean away the toxic garbage which the organisation - the system - surrounds their people with, rather than managing the people.
Moral: &lsquo;Manage the fishtank, not the fish'.
While Deanne herself, gives us a very visual image of the problematics that leaders face in challenged organisations. Talented leaders, she says, soon start to resemble hopeful salmon battling upstream when leading organisations on a tortuous journey ahead. This is an immensely visual and powerful analogy!
Author William Tate himself, in a recent blog post on Robert Hellers' The Thinking CEO blog, has the following to say on the subject of fish tanks, good leadership and challenged organisations.
To use a familiar analogy, if you have an aquarium where the fish are lacklustre, the typical development paradigm says brighten them up with some training, but don't bother to clean out the fish tank. In fact it's worse than that: don't bother to examine the tank for toxicity. We expect the fish to shine regardless. We probably don't even notice the tank; we've been trained only to see the fish.
To return to the opening point, such issues are about leadership. To improve how well the organisation is led requires the ability and willingness to look at the dirty fish tank. Issuing edicts and blaming, firing or retraining individuals doesn't work. You need to examine the way the system works to deliver leadership, not just the way individuals work. The latter is a job for management; but reforming a seriously flawed system takes leadership.
Read on below to find out more from Deanne about this critical management topic.
[**** Don't forget to check back in early December for Deanne's next guest blog post! She will be discussing some of the key leadership lessons from Unlike Before's e-Book Ignite the Possibility.****]
LEADERSHIP IMPACT ON ORGANISATIONAL CHALLENGES : 

In his book The Search for Leadership - An Organisational Perspective, William Tate contrasts and explains the Business and the Organisation. He succinctly describes the business as having an external &lsquo;what' focus while the organisation has an internal &lsquo;how' focus. It's a simple yet thought-provoking distinction but in our experience with clients we regularly see a disconnection between the two and the inevitable resulting pain.

In essence the organisation exists to support the business on its journey of growth and development, and the organisation establishes systems and processes in order to do that. When things are static those processes serve a company well but business is not static. When business shifts and morphs in response to external factors, it exposes the systemic inefficiencies and limitations in the organisations.

When business changes so too must the organisation. For those who are asked or expected to provide leadership any mismatch between the &lsquo;what' and the &lsquo;how' can result in unnecessary challenges particularly when the organisation has entrenched behaviours and is hesitant or unwilling to change in response to the business needs. In these situations leaders, regardless of their level in the hierarchy, individual competence or combined effectiveness, quickly begin to resemble salmon; full of hope yet swimming against the tide. In order to reduce the pain decisions must be made and actions taken; where is effort best expended and time invested so the organisation and business are aligned?

Changing leader may be an easy option but in itself is not the answer. As Francesco Guicciardini once said "Waste no time with revolutions that do not remove the causes of your complaints but simply change the faces of those in charge."
First it is critical to recognise and accept that change must occur to the way the organisation functions. It might seem common sense but sense isn't always that common. Second is the willingness to change and finally there must be commitment to take action. If no one can be bothered then no one is committed and the organisation will continue with its ingrained behaviours and repetitive complaints.
In a typical example, company &lsquo;A' responded to customer retention and market share challenges through a strategic decision to enhance their product offering with new technology and services encompassing the entire supply chain. While this was part of a wider global strategy the external business focus had to move from a traditional product sales approach to a full solution offering that included technology. In order to support this, the organisation not only needed to radically change the technology it used, but to re-think its sales approach, re-engineer its supporting systems and processes and re-train its own people and those throughout its supply chain and customer base. All of this took place in parallel with the technology project. To put this in perspective the technology change, while significant in its own right, was a small part of an overall organisational and systemic shift.
Company &lsquo;A' experienced the true impact of leadership when the amount of change necessary was finally recognised and owned. This was no longer just another IT Project; it was now recognised as full-blown organisational change. Challenges and decisions previously bogged down in discussion and disagreement were now being understood in relation to the business needs and acted upon more quickly. The organisation became revitalised through this alignment and momentum accelerated. Everyone had finally got it and the challenges morphed from destructive and painful into empowering and stimulating.
Leadership made the difference. Leadership by everyone at all levels of the organisation because leadership is not one person's responsibility. Systems and processes can exacerbate the challenges a company faces and constrain those whose job it is to create and lead the way forward. But we know there is hope, that leadership will flourish and the rewards will be great if you invest time and effort exploring and strengthening the space between the business and organisation.
Always keep in mind that "The achievements of an organization are the results of the combined effort of each individual" (Vincent T Lombardi).
You can purchase William Tate's excellent and highly recommended book from Triarchy Press [http://www.triarchypress.com/].

Deanne Earle is Director of Unlike Before. Unlike Before are Business Consultants and Program/Project managers specialising in organisational change and IT-led projects that are complex in nature or in a state of crisis. Deanne and her team are renowned for action; able to show businesses and their people how to make change happen fast visibly, reducing the effects and costs of lost productivity. Check out all the latest from Unlike Before at http://www.unlikebefore.com/.

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	<title><![CDATA[Charles Muamba introduces Scientific Marketing]]></title>
	<link>http://managementsushi.com/view_post/detail/Charles-Muamba-introduces-Scientific-Marketing</link>
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	<pubDate>Sun, 15 Nov 2009 19:34:37 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Charles Muamba)]]></author>
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        <![CDATA[
When he's not playing football or supporting the Penn State Nittany Lions, Charles Muamba, Founder and CEO of the Muamba Group in New York, spends his time getting to grips with - and advising on - the deepest intricacies of behavioural marketing. In his guest blog, he expands further on his views on this topic (which he terms Scientific Marketing). Read his guest blog further below to find out more!
I asked him what had influenced him to get so involved with the concept of Scientific Marketing and what had made him so passionate about it. Charles subsequently cited many influences from the founding father of marketing, Peter Drucker (whose centennial was celebrated by Harvard Business Review this year in its November 2009 issue) to the founding father of Scientific Advertising Claude Hopkins. From David Ogilvy, probably the greatest ad man of the 20th century to &lsquo;How to win friends and Influence people' legend Dale Carnegie and Stephen Covey, author of &lsquo;7 Habits of Highly Effective people' and recognized by Time Magazine as &lsquo;one of 25 most influential Americans'. Last but not least, Maxwell Maltz, who published his book Pyscho-Cybernetics in 1960 which dealt with behavioural tendencies and self-image and is still a top-seller today. And finally, Kevin Hogan, author of &lsquo;The Science of Influence'. A rum crew of highly talented behavioural science and marketing experts!
As Charles says, although the term Scientific Marketing is somewhat new, the principles, rules and laws of science and marketing have been around for many years. Here's what he has to say on the topic ... !
What did Claude Hopkins, David Ogilvy, Robert Collier, John E. Kennedy and countless other Legend's in marketing and copywriting know and understand that you don't know yet?
They all knew and understood that the number one way to &lsquo;control' your prospects minds and greatly influence their behavior, was and still is to get inside your prospects mind (figuratively speaking) and communicate to them the way they would talk to themselves If they only knew what to say and do. But, we're getting ahead of ourselves here.
What is scientific marketing?
Let's first define the words science and marketing as I see fit. Keep in mind we're talking about the science of human behavior not the natural sciences such as minerals, biology and chemistry.
Science - the intellectual and practical activity encompassing the systemic study of the structure and behavior of the physical and natural world through observation and experiment
Marketing - the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.
Scientific Marketing is the successful integration of the latest research in the Neurosciences in to your current and all future marketing activities. We're not going to get into the details of neurosciences nor do you need to know all of the details of the neurosciences but, in order to fully appreciate the power of scientific marketing...let's talk for a moment about brains... yours and mine.
There is a part of the brain named the reticular activating system &#40;RAS&#41;. It's believed to be the center of arousal and motivation in all mammals - including us humans. But the RAS has another function and as entrepreneurs &amp; business owners it's one of the most important part of our clients and prospects brains.
Before I explain this crucial function... Have you ever have any of these experiences?
Situation #1You just bought a particular make, model, year or color of a car... and then all of sudden you start seeing the car all over the place? Obviously, the cars have always been there, but you didn't notice them before because you weren't focused on it, and now all of a sudden you do.
This happened to me when I purchased my first car in college. I purchased a white 1995 Chevy Cavalier LS. I never noticed the car before but now, all of a sudden I started noticing them in droves everywhere I went.
Situation #2You're in a loud and crowded place (be it a party, concert, NYC subway station, sporting event, bar, etc) and you are having a conversation with someone. Your particular conversation is one amongst many that are going on all around you. You aren't paying attention to the other conversations going on around you.
But then all of a sudden either your first, last or full name is mentioned in one of those conversations. In an instant your attention shifts to where you heard your name mentioned.
I've had this experience many times over. When I was younger, I almost got separated from my mother at the Bronx Zoo. I really wanted to see the Cheetah's and didn't notice that my mother and I were walking in different directions.
Thankfully, she yelled my name out loud to grab my attention and call me back over to her. And thankfully we were reunited.
So, what's going on here? What just happened?
Your brain is continuously taking in millions of pieces of information, but your conscious mind is incapable of ever handling all of it - so there needs to be a filter to keep you sane.
That's where the RAS comes in to play.
It's the part of your brain that decides what you notice or not. It makes the decision in a fraction of a mili-second based on what you already have in memory.
That's why you hear your name during your conversation at a party or why you notice that new car you've purchased or considering, or your mom saves you from wondering alone as a child, anything that you all of a sudden notice, grabs and retains your attention for an extended period of time.
Scientific Marketing leverages every new discovery about what triggers the RAS (reticular activating system). That's why it's so incredibly powerful.
Successful integration of science into your marketing activities is designed to penetrate and register with the RAS (reticular activating system) in your prospects and clients minds to gain preeminent positioning for your product and service offerings.
So... now that you've realized the immense power of the RAS, the next step is to figure out how to get your name, products and or services to resonate with your prospects &amp; clients RAS?
How to align your current marketing with the laws, rules &amp; principles of human nature discovered in the latest scientific research in neuroscience?
Let's start with the laws, rules &amp; principles of human nature. If you study human nature, you'll realize that you can break down the laws, rules &amp; principles into six main principles and the one powerful driving force that can move mountains:
Commitment &amp; ConsistencyReciprocationSocial ProofAuthorityLikingScarcity***Massive Empathy***
1) Commitment &amp; Consistency - always encourage your prospects to make a small decision now, while they're hot, while they're ready, while they're at your website, and reading your sales copy, listening to a recorded message, etc. You get the point.
Example: to the marketer it means that if you can get your prospect to make a small commitment towards making a purchase - agreeing to send for a free sample of a product, for example - they will feel compelled to remain consistent with that commitment when you ask for a larger one.
If you can get your prospects to take affirmative action toward a purchase, no matter how small, they'll be unconsciously compelled to continue buying in order to remain consistent with their previous actions.
2) Reciprocation - as humans we have survived as a species under this law and if we want to thrive &amp; survive as businesses we must adapt this law -- is the giving of something without the expectation or reward...but reward will surely follow. Without it, people would not feel nearly as comfortable taking the first step in any business or social transaction.
Example: give away something of 10 time's greater value to your current customers, clients and prospects.
3) Social Proof - the ultimate short cut for influencing your prospects, customers and clients to make a fast decision. People like to take part in something that others before them have already done so AND have BENEFITED.
Example: demonstrate social proof with testimonials.
4) Authority - we are conditioned as humans in every cultural to respect and trust the opinions of those who are in an authority position. Remember - perceptions is reality. Perceived authority is the same as real authority. Thus, if you have a degree, certification, specialized knowledge or expertise in any field, toot your own horn, no one else will.
Example: write your own book/e-book, conduct a seminar, write articles, blogs, be interviewed by an expert, interview an expert, etc.
5) Liking - we as humans are predisposed to want to do business with those whom we like. Liking is embraced by every culture on the planet.
Example: use liking at your website with your picture and statement about your philosophies (relative to the theme of your website) and make it clear that you like your prospects and that you are there to help them. Have audio of your voice on your website and transform your e-books, sales letters etc. into audio format.
6) Scarcity - since the beginning of mankind, scarcity has been genetically inbreed within us, and is the fiber and the essence of our genetic makeup. The scarcer an item the more valuable it becomes - artwork, collectibles, etc.
Example: time sensitive, limited amount, special bonus, etc.
7) ***Massive Empathy*** - Christopher Morley was once quoted as saying "no one cares how much you know until they know how much you care."
Use Massive Empathy to Crack Open Your MarketYou must know your prospective clients intimatelyWhat is it like to be them?What do they worry about?What are their biggest concerns?What are there beliefs?What do they believe is their biggest problem?
Based on the research and answers to the list of questions above as well as similar related questions, you must then communicate with your prospects using specific language, words, and phrases to demonstrate to them that you appreciate their situation and that you care deeply about them.
Remember, people care most about what's important to them, not you (meaning the business owner or entrepreneur).
When you're through...you'll have your own individual recipe to stake a permanent claim inside the minds of your prospects and clients. And the RAS will always notice you as important - so your messages will always be read first, your offers will get preferential consideration, your referrals will sky rocket, your reputation will be defended, and all of this will serve to multiply your earnings immediately.
As the Founder &amp; CEO of The Muamba Group, LLC in New York, NY, Charles has spent the last 5 years studying and learning business growth, marketing, and copywriting success secrets &amp; strategies from some of the most successful business growth, marketing, and copywriting experts of the last 100 years or so to help him service &amp; solve his clients real business problems, opportunities and challenges. He's a top notch business growth &amp; marketing strategist, coach, consultant, direct response copywriter, &amp; author.
Over the years, he's developed a powerful scientific method to marketing and the overall growing of small - midsized - businesses and entrepreneurial run ventures 20-100% or more without spending an extra dime on advertising. His soon to be released Scientific Marketing Inner Circle newsletter will share; show tons of great examples and strategies
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	<title><![CDATA[10 Tangible Tips for Effective Change]]></title>
	<link>http://managementsushi.com/view_post/detail/10-Tangible-Tips-for-Effective-Change</link>
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	<pubDate>Thu, 05 Nov 2009 08:07:25 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Deanne Earle)]]></author>
	<description>
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As Guest Blogger, and Director of Unlike Before, Deanne Earle says in her post below, never mind that change is constant, it's the speed of it that we need to manage. The tips she offers should prove very helpful for all of us. Change is not going to get any slower!&nbsp; We all need to learn ways of accepting and adapting to constant change that hits us every day. Otherwise, we can soon find ourselves drained through sheer change fatigue, demotivated and struggling with slipping morale.
The social media phenomenon, like Deanne says, rides the wave of change capitalising on the power of its instant impact. But even social media is undergoing its own rapid change evolution.&nbsp;
A recent Forrester report by Jeremiah Owyang [The Future of the Social Web: April 2009] shows that phenomenon or not, social experience on the web is still disjointed because we have separate identities in each social network we visit. This is the Era of Social Functionality. Soon, the report says, we will move evolve towards the Era of Social Colonisation, then Social Context and ultimately Social Commerce.&nbsp; And when we arrive there, this is what will happen .... "Socially connected consumers will strengthen communities and shift power away from brands and CRM systems; eventually this will result in empowered communities defining the next generation of products." There's a long way to run yet in the social media change path by the looks of it! Exhilarating but bone-chilling!
In the workplace, as Harvard Business Review noted only this week, handling change is a critical skill for leaders grappling with the external forces of change on their companies. As they say, if the leader of a beleaguered company impacted by the forces of change "is not thinking and performing at his or her best, how can the rest of the company be expected to?"! They also offer a few tips for change-embattled leaders showing them how to ride the 'Mood Elevator' to the top and stay there.
Take a quick look too at this YouTube clip from Futurist Patrick Dixon lecturing on the Speed of Change. We all know about yesterday he says, "you tell me tomorrow". That's today's global challenge!
So, here's a quick glimpse at Deanne's very handy tips for effective change.&nbsp; If you want to download her full e-Book 10 Tangible Tips for Effective Change, just click the link here. For more practical information and tools on change, you can go straight to Deanne's consultancy website at Unlike&nbsp;Before.
Change is constant that much we know. It's the speed of it that makes effective change critical and planning for what may happen next imperative. Just look at the effect social networking tools like Twitter and Facebook are having; anyone anywhere can make their opinion available to everyone on anything at anytime effecting change instantaneously.&nbsp;Phenomenal! &nbsp;&nbsp;&nbsp; 
So how best to manage and lead effective change within business? First consider the following:&nbsp;

What form does effective change management take in your organisation now? and
What experience are those on the receiving end actually having as a result?

Objectively considering these questions provides a unique opportunity to increase the speed of change while keeping it appropriate for your organisation and its people.&nbsp; There is no 'one size fits all' solution. Good change needs proven techniques. These techniques are not rocket science but occasionally we need reminding of the basics. These 10 tips take us back to basics to revitalise perspective, reduce pain and accelerate the pace of achievement.
Tip 1 - Get clear on the Objective
SMART objectives = Specific, Measurable, Achievable, Realistic, with a specified Time for completion. Take an honest look at the input used to specify them. Treat it like a balloon; twist and expand it every way possible keeping the organizations needs central at all times.
Tip 2 - Assess all Strengths &amp; Weaknesses
Managers know the purpose and importance of a SWOT Analysis. Pretend it's an onion and peel layer after layer to expose the SWOT results. Leave nothing unpeeled to expose previously undiscovered gems and limit the unexpected.
Tip 3 - Plan, Plan, Plan
Like a jigsaw puzzle a plan has many components. Know what they are, their interrelationship, responsibilities for delivery, success measures, and tactics for the unexpected or non-eventualities.&nbsp; Not everything fits perfectly so have a plan of action for the bits that won't fit.
Tip 4 - Walk the Talk
Be careful what you ask for.&nbsp; Operate with integrity at all times and don't expect others to buy-in when paid lip-service.&nbsp; Do as I Do not Do as I Say.
Tip 5 - Knowledge is Power
Watch and listen. Observation is a powerful skill that strengthens trust reducing the belief that to share knowledge is to give up power. Be genuine in attempts to increase comfort levels and maximise knowledge sharing.
Tip 6 - Listen with an open mind
Listen to what isn't said.&nbsp; Leave pre-conceived ideas aside and be open to another's view. It may not affect the immediate situation but it could encourage a different response in the future.
Tip 7 - Learn to Juggle
Be flexible and pragmatic during delivery. Adapt to situations before or as they arise and collaborate with others to relieve the pressure and ease the way forward.
Tip 8 - Stay on Track
When reviewing progress check the direction as well as the destination. If the purpose has shifted or activities are off track don't hesitate, make the necessary adjustments quickly to reduce the chances of waste.
Tip 9 - Make the Tough Decisions
Not all decisions will be easy ones. Sometimes it's the situation rather than the decision that's tough.&nbsp; When faced with a tough decision try the Nike attitude - Just do it!
Tip 10 - Reflect on everything
Managing effective change doesn't end with delivery. Genuine lesson learning requires reflection without judgement or blame. Only when all that's occurred is acknowledged can adjustments be made and the next experience different.
Deanne Earle is Director of Unlike Before. Unlike Before are Business Consultants and Program/Project managers specialising in organisational change and IT-led projects that are complex in nature or in a state of crisis. Deanne and her team are renowned for action; able to show businesses and their people how to make change happen fast visibly, reducing the effects and costs of lost productivity. Check out all the latest from Unlike Before at http://www.unlikebefore.com/.]]>
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	<title><![CDATA[Management Excellence, Johnny Appleseed Style]]></title>
	<link>http://managementsushi.com/view_post/detail/Management-Excellence-Johnny-Appleseed-Style</link>
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	<pubDate>Thu, 29 Oct 2009 13:57:37 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Barry Zweibel)]]></author>
	<description>
        <![CDATA[
In a recent HBR article by Robert Sutton ('How to be a Good Boss in a Bad Economy' : June 2009), Robert Sutton wrote that these tough economic times can provoke "tunnel vision and desperation" on the part of bosses.
He went on to say that for bosses "win or lose", it will always "come back to help you" if their people believe that the boss is on their side. But as he says, the flip side comes if it is clear that a boss is happy to sell out his/her people "at the drop of a hat". If that's the case Sutton tells us, there is no doubt that that this kind of attitude will only "haunt you down the road"!
Coaching expert Barry Zweibel is of the same mind. He believes it is critical for a manager to plant what he terms "growth seeds" in the minds of his people. Cultivation of those seeds is also key. The end result he says is managerial excellence, coaching skill and a good dose of learning on the part of the boss, and a powerful sense of personal growth in the hearts and minds of those who have been coached and cultivated along the way.
Here's what Barry has to say .... 
In this rush-rush, increasingly fast, priority-changing, crisis-du-jour type world of ours, the importance of working quickly and efficiently cannot be understated. The need for immediate results is irrefutable. A rapid return-on-investments is essential. Yet for the budding and experienced leader, alike, there is one element of managerial acumen that cannot - and must not - be hurried: The planting and cultivating of motivational "Growth Seeds."&nbsp;&nbsp;&nbsp;
Growth Seeds are those special insights we share with others when we have their undivided attention. They are what inspire continued learning and growth. They are what enable greater creativity, motivation, and decisiveness. They are what help make good things happen for people that might not happen otherwise.
While the Seeds are what plant an idea, they likely won't germinate without proper cultivation. The cultivation process, then, is what enables insights to take shape and plans to be made. It is what helps allay one's fears and bolster one's courage. It is what moves people to action and helps lessons to be learned. Together, the planting and nurturing of motivational Growth Seeds make success imminently more "harvestable." &nbsp;
How does a manager effectively plant and nurture motivational Growth Seeds if so inclined?&nbsp; The acronym "S-E-E-D-S" suggests a number of ways of doing exactly that:
&nbsp;

S - Seek opportunities to connect with others in meaningful ways - Stuart was clearly struggling with the pressures at both work and home and was so grateful that his boss took the time to offer some helpful hints that truly were helpful. The opportunity to do so seemed serendipitous. And it was! But because Margaret, his boss, was always looking for ways to connect more meaningfully with members of her staff, she saw this as a perfect moment to do exactly that - and did. As a result, Stuart's opinion of Margaret skyrocketed and he became increasingly more interested in other suggestions she had for him over time!
E - Enjoy interacting in an authentic and supportive manner - Even though the budget meeting was tense and nerve-wracking, Phil made a point of expressing his appreciation to everyone for sticking with it. By the end of the day, everyone who attended not only thanked him for acknowledging their efforts, but shared how much they learned from the meeting, which they ably applied in every budget meeting that followed! 
E - Expect that the seeds you plant will ultimately flower in some wonderfully surprising ways - Brian thought that a subtle change in the way his support team worked with new accounts could meaningfully improve employee morale. So his team's initial reluctance to the idea did not particularly frustrate him. No one expected, though, that in addition to creating a better atmosphere, his team would also establish new company records for customer satisfaction and add-on sales ... for each of the next five quarters. Based on these and other successes, several members of Brian's team are now in the managerial ranks, themselves!
D - Don't worry if some seeds remain seemingly dormant for a while - Kayla understood the value of continuing education and always encouraged her staff to take full advantage of the company's tuition reimbursement program, even though few ever did. Several years later, long after Kayla left the company, she got a call from a former staffer who wanted her to know that he finally did go back to school, earned his degree, got promoted, changed jobs, and almost doubled his salary in the process! 
S - Suggest others join you in the planting of Growth Seeds - One person planting seeds, and cultivating them over time, can make a huge difference in another's life. One person planting seeds, and cultivating them over time, can make a huge difference in a number of people's lives. So imagine what could happen when an increasing number of people start planting seeds, and cultivating them, over time!

It's important to note that when someone regularly and routinely does plant, and cultivate, motivational Growth Seeds, they start learning and growing themselves, as well. They become more strategic in how they problem-solve. They become better skilled at leveraging their time, effort, and organizational resources. They become more ready, willing, and able, to have "difficult" conversations, when necessary. And, as a result, they become known, over time, as having mastered an essential element of management excellence.
Based on all of this, maybe you might want to take a look at how regularly you plant and cultivate your own motivational Growth Seeds, yes?! You just might find that taking more of a S-E-E-D-S approach in your daily work makes all-around good sense for you and the people around you.

Barry Zweibel, MBA, MCC, is president of GottaGettaCoach!, Inc. As a noted executive coach, leadership consultant, and master certified life coach, he engages smart, capable, people in meaningful conversations about their personal growth and professional development.
Barry's customized, coaching, mentoring, and consulting are particularly well-suited for executives and mid-level managers interested in increasing their organizational impact and influence. Those looking to improve their confidence, creativity, charisma and work/life balance, benefit from his life coach and life coaching-related services, as well. 

For information on how Barry Zweibel can help you - or those in your organization - visit: www.ggci.com (web); www.ggci-blog.com (blog); www.ggci-quarterly.com (newsletter); www.twitter.com/ggci (Twitter); or contact Barry directly, at bz@ggci.com or 847-291-9735. 
&nbsp;

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	<title><![CDATA[Doug Moran on Leadership Attributes and the Kipling factor ]]></title>
	<link>http://managementsushi.com/view_post/detail/Doug-Moran-on-Leadership-Attributes-and-the-Kipling-factor-</link>
	<guid>http://managementsushi.com/view_post/detail/Doug-Moran-on-Leadership-Attributes-and-the-Kipling-factor-</guid>
	<comments>http://managementsushi.com/view_post/detail/Doug-Moran-on-Leadership-Attributes-and-the-Kipling-factor-</comments>
	<pubDate>Mon, 26 Oct 2009 21:53:04 +0000</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Doug Moran)]]></author>
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        <![CDATA[
Creating a shared vision, is where real leadership is at according to co-authors and prominent academic researchers James Kouzes and Barry Posner in their book The Leadership Challenge.
Their view, is that being forward-looking and "envisioning exciting possibilities" as well as "enlisting others in a shared view of the future" is the key leadership attribute. This is the attribute that most distinguishes leaders from non-leaders. As they said in an HBR Leadership &lsquo;special' earlier this year, "as counterintuitive as it seems, the best way to lead people into the future is to connect with them deeply in the present".
Meanwhile, Doug Moran, author of the forthcoming book "If you will lead: Enduring Wisdom for 21st Century Leaders", also has some ideas on leadership attributes. In Doug's case, he bases his leadership guidance lessons around Rudyard Kipling's famous poem "If".
Besides guest blogging for Management Sushi, Doug has also had interview articles published this month in CIO Insight and EnterpriseLeadership.org. Don't forget to check them out!
Here is what Doug has to say about leadership attributes .... and Kipling!
Great Leadership: &lsquo;If-' Offers Guidance for Those Who Choose to Lead
We all know great leaders. Unfortunately, we also know far too many bad ones. What distinguishes the great from the rest? Great leaders understand that leadership is a vocation that requires hard work and dedication. Other than that, what does it take to become a great leader? The truth is that anyone can be a leader. In fact, everyone is a leader from time to time. The challenge is building the skills and competencies to become truly great. First, we must start to understand what those skills and attributes are.
More than 100 years ago, an English poet named Rudyard Kipling wrote a short poem that provides a list of attributes needed to become a more effective (and potentially great) leader. It exposes the complexities and challenges of leadership. Within its thirty-two lines and 288 words, Kipling packed powerful lessons.
Those lessons include the following:&bull; Knowing ourselves and what we believe;&bull; Seeing things that others can't or won't;&bull; Motivating others to attempt things they think are impossible;&bull; Dreaming big and working tirelessly to attain our dream.
The most important lesson the poem teaches is having the boldness and courage to step up and lead. The poem speaks for itself and reveals enduring wisdom.
&lsquo;IF'
If you can keep your head when all about youAre losing theirs and blaming it on you;If you can trust yourself when all men doubt you,But make allowance for their doubting too:If you can wait and not be tired by waiting,Or being lied about, don't deal in lies,Or being hated, don't give way to hating,And yet don't look too good, nor talk too wise;If you can dream - and not make dreams your master;If you can think - and not make thoughts your aim,If you can meet with Triumph and DisasterAnd treat those two impostors just the same:If you can bear to hear the truth you've spokenTwisted by knaves to make a trap for fools,Or watch the things you gave your life to, broken,And stoop and build 'em up with worn-out tools:If you can make one heap of all your winningsAnd risk it on one turn of pitch-and-toss,And lose, and start again at your beginnings,And never breathe a word about your loss:If you can force your heart and nerve and sinewTo serve your turn long after they are gone,And so hold on when there is nothing in youExcept the Will which says to them: "Hold on!"If you can talk with crowds and keep your virtue,Or walk with kings - nor lose the common touch,If neither foes nor loving friends can hurt you,If all men count with you, but none too much:If you can fill the unforgiving minuteWith sixty seconds' worth of distance run,Yours is the Earth and everything that's in it,And - which is more - you'll be a Man, my son!
Rudyard Kipling
Most people don't have the time or inclination to decipher this poem to pull out its leadership lessons. The following list provides an interpretation of the attributes it contains:
&bull; Composure - The Power to Keep Your Head&bull; Character - The Wisdom to Know and Trust Yourself&bull; Patience - The Strength to Endure&bull; Selflessness - The Ability to Put Your Cause and Beliefs ahead of Yourself&bull; Vision - The Power of Having and Sharing a Dream&bull; Self-Efficacy - The Confidence to Gain from Triumph and Disaster&bull; Integrity - The Wisdom to Know the Truth and the Strength to Defend It&bull; Resilience - The Ability to Bounce Back from Adversity&bull; Boldness - The Ability to See and Seize Opportunities&bull; Accountability - The Will to Take Ownership Regardless of the Outcome&bull; Courage - The Ability to Face the Dangers When They Become Real&bull; Stamina - The Will to Hold On When You Have Nothing Left&bull; Authenticity - The Resolve to Always Be Yourself&bull; Inspiration - The Ability to Connect with and Motivate Friends and Foes&bull; Enthusiasm - The Energy to Fill Every Minute&bull; Ambition - The Will to Make the World What You Want It to Be
The poem is not a checklist that will guarantee success for an aspiring leader. Rather, &lsquo;If-' describes a path we may choose to follow to become a better leader. &lsquo;If-' has remained a compelling leadership guide for more than 100 years. It is simply written and easy to read and understand. Most importantly, the messages are direct and powerful.
Doug Moran is the author of forthcoming book, If You Will Lead: Enduring Wisdom for 21st-Century Leaders, and founder of the consultancy If You Will Lead, LLC. He was previously a CIO with Capital One and served in a number of roles in the Commonwealth of Virginia, including Deputy Decretary of Health and Human Resources, COO of the Department of Social Services and Telecommunications Director.]]>
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	<title><![CDATA[Gina Abudi talks best practice strategies for Project Management ]]></title>
	<link>http://managementsushi.com/view_post/detail/Gina-Abudi-talks-best-practice-strategies-for-Project-Management-</link>
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	<comments>http://managementsushi.com/view_post/detail/Gina-Abudi-talks-best-practice-strategies-for-Project-Management-</comments>
	<pubDate>Sat, 24 Oct 2009 18:26:03 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Gina Abudi )]]></author>
	<description>
        <![CDATA[
Best&nbsp;practice around Project Management is a current hot topic.
As Ricardo Vargas, Chair of the Project Management Institute (PMI), said earlier this year at the PMI Global Congress EMEA in Amsterdam, "the time is now for Project management".
ESI International, who earlier this year revealed their Top 10 Project Management Trends set to impact private and public sector organisations in 2009, identified Navigating Virtual teams Through Change as a key project management trend for these recessionary times. As they say here, "as budgets tighten, the role of virtual teams will grow along with the demand for the skill sets to manage them, especially through change. Powerful communication, key management strategies and new rules of engagement will be required to manage virtual teams as organizations seek to effectively shift with the turbulent global economy.".
Organizations are now more than ever beginning to see the value of formalising their project management practices, developing a best practice mindset and putting in place formalized methodologies as well as career and training paths for project managers.
Recently, I have been speaking to Gina Abudi about Project Management Best Practice. She is highly influential and experienced in the world of project management consulting, and can frequently be spotted on the speaker circuit presenting on topical project management issues. The PMI has rated Gina one of its Power 50 which effectively means they see her as one of the 50 most influential executives in project management and at the forefront of the profession's drive to raise its game to ever increasing levels of excellence.
Just under a fortnight ago on Tuesday 13th October, Gina presented at the 2009 PMI Global Congress Proceedings in Orlando, USA on the topic of 'Developing a Project Management Best Practice'. &nbsp;In essence, this means developing a project management mindset within an organization (effectively a best practice approach) supported by a number of key steps to achieve that goal. Here's a quick glimpse of some of the highlights of that talk.
Firstly, here's the Abstract of Gina's paper. 
Executives today are interested in developing a best practice around project management within their organizations.&nbsp; Some of this interest stems from the economy and the need to do more with less - reduced timelines to get a product/service to market to increase revenue, smaller budgets to get projects completed, and reduced project management staff due to layoffs and/or restructuring.&nbsp; However, exactly what a "best practice" means is different from organization to organization and in many situations, within the organization the definition of a "best practice" differs from department to department or business unit to business unit.&nbsp; Many organizations are unsure how to go about defining what a "best practice" means for their organization as a whole and how to effectively go about developing a best practice that works for their organization.&nbsp; This paper will focus on the importance of developing a project management mindset - and therefore a best practice - within an organization; including the steps necessary to take to reach the end goal and how to get buy-in from key players within the organization to ensure success.
And here is how Gina defines what organizations are generally thinking about when they look to develop a best practice around a project management function ...





Standardized processes
Standardized tools and templates
Standardized software
Development of competencies
Assessment of skills
Development of a process for resource planning/allocation




Development of career paths
Development of strategic training/education programs
Formalized mentoring and coaching plans
Requirement and support for industry certification (CAPM&reg;, PMP&reg;, PgMP&reg;)
Development and roll out of a PMO function





A large part of Gina's paper explores the Five-Step Approach that is needed to ensure an organization can make strong headway in the development of its project management best practice. These are : 

&Oslash; Develop PM roles and competencies
&Oslash; Assess staff against those competencies
&Oslash; Develop strategic training &amp; mentoring plans
&Oslash; Develop a knowledge base &amp; support portal
&Oslash; Continue to monitor, assess and improve 

Before any of this can happen though, you need to "get the organization in the loop" advises Gina. This is what she says ....
Prior to getting started, the organization needs to be prepared for the change that is about to occur.&nbsp; Most important is to communicate the value to the organization of establishing a project management best practice. The organization's staff needs to understand the direction the organization is heading in and why.&nbsp; Why do standards need to be put in place?&nbsp; What are the benefits to the organization?&nbsp; What are the benefits to the project management function?&nbsp; Many individuals may believe that things are going just fine as is; nothing needs to change.&nbsp; Remember also that people are resistant to change.&nbsp; You need to develop a team of champions to help you roll out such an initiative.&nbsp; Buy-in is required from all levels of the organization, not just from the top. Get those individuals who are using standardized processes to help in promoting the benefits and value to the organization and individuals in establishing standards around the project management function.
There are multiple ways for educating the organization including: executive overviews (for the senior members of the organization); "lunch and learn" sessions, informal water cooler conversations to create a "buzz" in the office, individual and small group discussions, and through an internal newsletter or via an intranet site.
And finally, here's Gina's summary ... 
It is important to remember that it is highly likely that the organization has some standardized processes and best practices in place. Even if they are informal and not known widely throughout the organization you want to understand what processes exist, who "owns" them, do they truly represent a best practice and, if so, how they might be incorporated organization-wide.&nbsp; Communication and getting buy-in is essential for success in developing a project management best practice.&nbsp; Start slowly - testing the waters as you go.&nbsp; Expect that you will have to make adjustments in your plans for developing an organization-wide best practice.&nbsp; Use as much of the current informal processes in place as possible; especially if they are already working effectively and the project management staff is comfortable with them. And again, it can't be emphasized enough - Communicate! Communicate! Communicate!
To see the full version of Gina's White Paper, simply click here.&nbsp; Or, to check out more of Gina's article and discussions around the topic of Project Management, just check out her blog at www.ginaabudi.com.
&nbsp;
Gina Abudi has a broad range of consulting experience in strategic planning, business impact and ROI, project management, general management/leadership and needs assessments.&nbsp;&nbsp; She works with clients to develop strategic learning and development programs for all levels of employees, including high potentials and executives. 
Gina has been honored as one of the Power 50 from PMI&reg; - one of the 50 most influential executives in project management, working to move the profession forward.&nbsp; She serves on the PM Summit/BA World Advisory Board and is Chair of the Leadership Committee for PMI&reg;'s Global Corporate Council.&nbsp;&nbsp; 
Gina has presented at various conferences on Business Impact and ROI Analysis of Project Management Training Programs, Developing a Project Management Best Practice, and Assessing Project Management Skills. 
Gina received her MBA from Simmons Graduate School of Management.&nbsp; She blogs at: http://www.ginaabudi.com. 
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	<title><![CDATA[Guest Blog : Walking Your Talk - 5 Positive Effects]]></title>
	<link>http://managementsushi.com/view_post/detail/Guest-Blog-Walking-Your-Talk-5-Positive-Effects</link>
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	<pubDate>Thu, 15 Oct 2009 15:37:40 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Deanne Earle)]]></author>
	<description>
        <![CDATA[
In the social media world, getting traction, trust, followership and engagement is all about following the principles of Know Me, Like Me, Follow Me (to quote the title of Penny Power's great new book on the subject). 
Doing the same in the complex, offline world of real business environments is all about knowing how to communicate and leveraging integrity through Walking Your Talk. In this blog post, Guest Blogger Deanne Earle, Director of business &amp; project transformation consultancy Unlike Before, tells us how Walking Our Talk effectively in the business world can have five positive effects - at the very least!
[You could say Walking Your Talk is also a primal behaviour strongly related to crowd behaviour and the herd instinct . Check out this video clip highlighted in David Brain's blog Sixty Second View which has been doing the rounds in the social media world over the summer. Almost literally a Know Me, Like Me, Follow Me moment! ]
Here's what Deanne has to say ...
WALKING YOUR TALK : 5 POSITIVE EFFECTS

As leaders and managers we're constantly bombarded with information for digestion and dissemination to others. Some of it's good and often a lot is not so great. While there's no &lsquo;right' way to communicate there are certainly some simple and effective ways that helps minimise disruption and maintain or even increase buy-in and motivation.

Whether you're communicating good or bad news we've identified 5 areas where when you Walk your Talk you can achieve more with ease.
1. Integrity
Walking your talk means moving from a &lsquo;do as we say' to a &lsquo;do as we do' state; Showing by example that you operate with integrity. Integrity develops through consistency and perception. Consistency of your actions, behaviours, principles, and values, and others perception of whether you display consistency. Integrity is the absolute foundation blocks to walking your talk. When integrity is missing we are perceived as paying lip-service so understandable when others become sceptical. Do you believe someone whose actions don't reflect their words? Consciousness of action and behaviour is the first step to achieving more with ease.
2. Buy-in
Integrity enables a smoother path to buy-in. Stakeholders develop a positive perception by experiencing the consistency you display. Buy-in is now related to their interest and commitment to the decision or actions required. Now it's a question of &lsquo;what's in it for me?' to close the loop and achieve the desired outcome. A stakeholders' ability to answer that question is now less clouded by doubts associated with integrity and noise pollution or hidden agendas, therefore allowing them to focus on those aspects that really matter.
3. Motivation
Now you have the stakeholders' attention and interest they're more motivated to do what needs to be done. Don't rest on your laurels quite yet though. There's a lot of work to be done to achieve the outputs you desire and the following loop will always continue:As soon as you stop walking your talk one section will collapse returning you to a situation with more difficulties than necessary.
4. Respect
Respect is earned, it's not a right. Often those who expect it are least likely to receive it. People have respect for others due to their abilities and / or their personal qualities. Our behaviours reflect the words that we speak and through walking our talk we are giving others the experience of our worth and quality as a person. Through these actions we gain respect, which subsequently eases the way to achieving more.
5. Results
It's not easy. These 5 Positive Effects alone won't make everything go swimmingly. People will continue to have their own opinions of what is good or bad and right or wrong at any given point in time. Each stakeholder has their own expertise, experiences, ability, and overall mode of operating. Taking the time to observe, learn about and utilise these differences for each situation is critical. It's through other people that successful outcomes are achieved.
Be consciously aware of your integrity at all times. When integrity is out everything appears increasingly difficult. There are bigger challenges, higher barriers, and greater disruption. When integrity is in communication flows, understanding exists, and outcomes really do happen with ease.
Deanne Earle is Director of Unlike Before. Unlike Before are Business Consultants and Program/Project managers specialising in organisational change and IT-led projects that are complex in nature or in a state of crisis. Deanne and her team are renowned for action; able to show businesses and their people how to make change happen fast visibly, reducing the effects and costs of lost productivity. Check out all the latest from Unlike Before at http://www.unlikebefore.com/.
Photo Source: Corbis
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	<title><![CDATA[Guest Blog : Marketing by Assumption ]]></title>
	<link>http://managementsushi.com/view_post/detail/Guest-Blog-Marketing-by-Assumption-</link>
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	<pubDate>Mon, 21 Sep 2009 18:12:08 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; Robert M Donnelly)]]></author>
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        <![CDATA[

Entrepreneurship is increasingly realised as a vital skill and a real hot topic. Here is a first in a series of guest blogs for Management Sushi from Robert M Donnelly looking at key issues around entrepreneurship. Robert is an author, prolific writer and entrepreneur. He is also Editor of the Entrepreneurial CEO column for Chief Executive Magazine as well as a Professor at Rushmore University teaching on MBA and MS programmes. 
This Guest Blog looks at the need to ensure the right entrepreneurial environment for effective and successful new product development. Arrogant assumptions rather than real understanding of customer needs will only produce lemons and the seeds of decline, Robert tells us! 
Where did the Edsel, the Chevette, and more recently the Aztec and Phaeton come from?
Certainly not the customer, but more likely from a committee who never spoke to a customer.
Success is built on a passionate pursuit to change the world. Failure, typically, is the result of the arrogance of making assumptions as to what customers want and then creating products for which there is no demand.
Who in their right mind would produce a car with a grill that looked like it was sucking a lemon? It turned out to be a lemon. Or a car that actually fell apart as you drove it? How about one of the ugliest cars ever - the Aztec? Or, a $60,000+ SUV called the Phaeton with VW badges on the front and back?
Once company's starts to "market by assumption", decline will quickly follow. It usually happens when the management team gets lulled into a false sense of security as a result of unprecedented success. History indicates that this happens when management stops talking to customers and instead starts talking to each other, and in the process begins to believe their own publicity.
Business is about customers. Solving problems for customers are the underlying factors that create success in the first place. This is the realm of the passionate entrepreneur.
When the entrepreneurial spirit leaves the company or turns day-to-day management over to administrative bureaucratic executives, the seeds of decline have been planted.
Look at the rise of Starbuck's under its visionary founder and its rapid decline once he turned the business over to his management team. Now it's tagged as the "$4 cup of coffee" company and is struggling to shake that image.
How about Delta's misguided launch of their Song discount airline. Was it Delta? Was it Song? What did the Song brand mean? It was an expensive foray into a segment where management had no passion for success. Song had a short life and a quick death trying to unsuccessfully compete with the passionate and entrepreneurially driven founder and soul brothers at Jet Blue Airways, and others.
Success is about treating your customers as appreciating assets and migrating with them into the future modifying your product offerings to meet their changing requirements. The only way to do that is to communicate with your customers and be innovative enough to delight them with solutions before they even realize that they have the need.
Did you need an iPhone?
Instead of developing new products that you "think" customers will want involve them in the new product development process so that the next generation is presold before it comes to market. Otherwise you are faced with having to try to sell something that you created, not the customer.
Who wanted a Phaeton? Obviously, not too many people based upon the few that were actually sold. That was an expensive lesson. Who asked customers if they wanted such a vehicle or if they would buy such a vehicle at that price?
Hopefully, now that we can communicate with customers more directly via the internet and we have more information about current trends, these kinds of marketing mistakes can be avoided for the future. However, that assumes management is attuned to the immense amount of information that gives us a new understanding of ourselves and the global marketplace we now live in.
For example, there are about 200 million face book users and growing, as well as over 300 million e-mailers. These collections of customers and their digital friendships create profiles of us that can lead to profitable insights.
Obviously, friends share interests and tend to behave alike. So if you want to keep up to date you have to be tuned into where prospective customers work, live and play, as these are valuable inputs for trends in their consumption patterns and product characteristics they are interested in.
If you are struggling to tap into the latest trends for your new product development planning, why not start a dialogue with Robert Donnelly. You can email Robert at rmdonnelly@chiefexecutive.net. Or, why not post your comments and thoughts below! 
Bob Donnelly is the Editor of the Entrepreneurial CEO column for Chief Executive Magazine. His monthly online column is broadcast to thousands of CEO's across the country and read by many more around the world. Bob is an entrepreneur, teaches entrepreneurship, coaches entrepreneurs and helps CEO's of growing firms maintain and grow the value of their customers. He is affiliated with NYU's Stern Graduate School of Business in their Center for Entrepreneurial Studies where he is a New Venture Mentor, Business Plan Reviewer and Marketing Strategy Advisor. He is the author of Guidebook to Planning: A Common Sense Approach to Building A Business Plan for Growing Firms, which was recently reprinted.]]>
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	<title><![CDATA[Survival of the Fastest : An interview with Google]]></title>
	<link>http://managementsushi.com/view_post/detail/Survival-of-the-Fastest-An-interview-with-Google</link>
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	<pubDate>Sat, 22 Aug 2009 09:31:17 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
	<description>
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In the midst of the full-blown global financial crisis last April, Google, telegraph.co.uk and London Business School joined forces to launch an innovative thought leadership channel for business leaders. Survival of the Fastest, hosted on YouTube, duly went live. Designed as an online thought leadership community for business leaders, the new content-rich YouTube channel would be able to offer pertinent and useful insights across a whole range of management topics.
All three Channel partners understood that turbulent times, although unpredictable and unprecedented, still offer opportunity to the most nimble businesses to get ahead. Equally, across the board, business decision-makers must act without delay. Drawing inspiration from successful leaders becomes critical for swift yet informed decision-making. Survival of the Fastest was able to play a leadership role in assisting this process with its bite-sized thought pieces from leading business pace-setters. Brent Hoberman, Sir Martin Sorrell, Nassim Taleb, Julie Meyer, Professor Nigel Nicholson and the Innocent Drinks founders are just a few of the key business names who have taken part in this digital business tool initiative.
Now, still only a few months old, Survival of the Fastest has become an astounding success and is here to stay. Despite the good news from Jackson Hole yesterday where we were advised by Ben Bernanke that the worst of the recession is over, it is clear that recovery will be slow and businesses need all the help they can get. Survival of the Fastest is well placed to help and looks set to be an important source of business knowledge for nimble-footed, entrepreneurial businesses for some time to come.
Last week, Management Sushi had the opportunity to interview Google about Survival of the Fastest. Here's what Google UK's Head of Business Marketing, James Elias, had to say.
Why did you pick Survival of the Fastest as the title for the YouTube channel?
The Survival of the Fastest YouTube channel was part of a wider campaign at Google to demonstrate the value of digital advertising and digital tools for UK businesses. Particularly in a downturn, we believe that companies who act fast to incorporate digital into their everyday decision-making will be best positioned to discover changing consumer preferences, quickly implement those insights, and drive overall efficiency.
Why did you elect to create Survival of the Fastest as a joint venture between Google, The Telegraph and London Business School? How successful has this been and what value do you derive from pooled resources?
We were keen to forge partnerships with the Telegraph and London Business School because we wanted to reach both a wider and more targeted audience of C-level executives. Not only do both of these partners allow us to achieve this objective, but they also have provided content for the channel and help us reach a larger audience. Overall, the partnership has been fantastic.
Would you consider rolling out similar Survival of the Fastest strategic partnerships in other countries? For example, could there be a Google/Le Monde/INSEAD parallel Survival of the Fastest partnership in France?
There are plans underway to launch similar Survival of the Fastest communities in other countries, but we have nothing to announce at present.
How do you intend to build on your &lsquo;ownership' of this topic? Do you plan to roll out any wider marketing initiatives to create greater take-up of the Survival of the Fastest channel as well as develop associated business communities and innovative initiatives?
At Google, the Survival of the Fastest channel complements our ongoing outreach events nicely. In June 2009, for example, we hosted two marquee events to illustrate how digital tools can help UK businesses speed up during the slowdown. This event brought together leaders from various UK industries and created a rich source of new video content for the site that is now available to any person who can access YouTube. To access the content from these conferences and others like them, click on the "Events" tab on the channel's homepage.
What value do you believe businesses and business-interest audiences place on the Survival of the Fastest channel content? Do they see Survival of the Fastest as a valuable resource for competitive positioning in a recession? Are there any tangible tales of success as a direct result of taking heed of Survival of the Fastest guiding principles from some of the video clips?
As the UK's first business advice channel on YouTube, we set out to make the content free, insightful, actionable, and quick to watch. The level of expertise represented - not to mention the broad range of industries and functions - makes the channel an important source of business knowledge. Although we have not collected systematic feedback as you describe, we have received strong levels of positive feedback as well as many cases of anecdotal evidence demonstrating that the site is useful. For instance, last week, we received a message from a viewer who thanked us for the videos featuring Sir Martin Sorrell. This particular user was new to London and had an important meeting coming up with Sir Martin Sorrell, and he went on YouTube to learn more about him and then discovered our channel. This user commented that he is now using SOTF as a resource to inform his business.
Generally, what is your view on the current scope and availability of online management and business content? Do you see Survival of the Fastest as filling a gap in the market or simply adding to the online conversation?
We feel that Survival of the Fastest does both. The quality of the content, scope of the content (in terms of the industries and functions), speed with which the content has been compiled (in the last three to four months), and the free access to the content make this an incredible resource. Inevitably, though, Survival of the Fastest is part of the larger conversation, both online and offline, about how digital can accelerate businesses during the slowdown.
How about your wider social media presence? Do you plan a Twitter profile, Facebook group or Survival of the Fastest Ning network for example?
We have posted updates on the YouTube blog and official Google Twitter feed. By clicking the "join us" button, users can also receive email updates from the channel.
Do you believe that Survival of the Fastest facilitates greater accessibility of key business information for its subscriber audience? For example, would you say that the Survival of the Fastest business channel enhances a subscriber's ability to digest key business messages through its video clip format, as opposed to taking on board similar messages from an online business news format such as Reuters or Wall Street Journal?
There are lots of great resources business people can access. This channel offers 377 free, short, and practical video clips that are easy to share. There are no subscription fees, the videos are straight from the source, and the contributors answer the questions that business owners and managers want answered.
Can you give me a broad breakdown of the Survival of the Fastest subscriber community (business/ geographical /corporate reach etc)?
Video Views: 90K+ and growing
What specific plans do you have for Survival of the Fastest in 2010 around areas such as strategic positioning, content development, marketing initiatives and a community-building push?
We are keen for the content on this channel to evolve in step with the changing market and industry conditions. We are also very interested in exploring ways the channel can further help businesses understand the value of a digital strategy, which we see as one of the major opportunities for businesses in the coming years.
What would you say are the Survival of the Fastest Top Ten business clips so far?
Based on video views:&nbsp;

Ije Nwokorie, Senior Strategist, Wolff Olins - Do brands matter in a recession?
Paul Bennett, Chief Creative Officer, IDEO, What will winning organisations look like in 18 months' time?
Liam Halligan, Chief Economist , Prosperity Capital - Cheap credit is dead. What's next?
Boris Johnson - Mayor of London - London as center of eCommerce excellence
Rory Sutherland, Vice-Chairman, Ogilvy Group UK - Will customer service fall victim to the downturn?
Guy Phillipson, CEO, Internet Advertising Bureau - Balancing online and offline media spend
Pr Nirmalya Kumar, Professor of Marketing, Director of Centre for Marketing, London Business School - Recession as a marketing opportunity
Michael Ross, Director, eCommera - Online channel: not just another shop
Pr Dominic Houlder, Adjunct Professor of Strategic &amp; International Management, London Business School - Did the crisis kill innovation?
Graham Donoghue, Managing Director, Travelsupermarket.com - Focusing on online and offline marketing ROI

Do you have any useful Survival of the Fastest stats that support the success of your viewership and channel push so far?
In the last four to six weeks, we have renewed our promotional efforts around the channel. Since the start of July, we have added over 135 videos to increase the channel's content base by nearly 60%. Video views are up by more than 20%. Subscriber levels have risen by 15%. The Telegraph has recently published our latest video compilation, "How to start a business in the slowdown." We have sent targeted messages to industry leaders that highlight the industry-specific content on the channel.
If you had to describe Survival of the Fastest in a 140-word Tweet - what would you say?
Survival of the Fastest: Bite-sized insights to help your business. Watch. Engage. Debate.
How do you - or will you - monetise Survival of the Fastest? Or is this not the intention?
Monetising Survival of the Fastest has never been our objective. The channel exists as a free service provided by Google, LBS, and the Telegraph to help UK businesses speed up during the slowdown.
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	<title><![CDATA[Web 2.0 Internships spark Transatlantic Debate]]></title>
	<link>http://managementsushi.com/view_post/detail/Web-2.0-Internships-spark-Transatlantic-Debate</link>
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	<pubDate>Wed, 19 Aug 2009 14:02:23 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie &amp; CMI's @agathatheintern)]]></author>
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        <![CDATA[
Friday 14 August saw the debate about internships in a Web 2.0 age become a hot button topic across the online airwaves. Seth Godin kicked off the debate by posting his latest blog Free Work v Internships which argued for the value of a month of free hard work "to create a chunk of experience that's priceless" on a Gen Y resume.
Godin referenced 22 year-old Charlie Hoehn in his blog who had done a spot of recent internship for Godin but, more importantly, had written an extraordinary ebook &lsquo;Recession-Proof Graduate'. Hoehn's ebook sets out his personal journey to finding work after graduation in today's recessionary era, and the radical conclusions he had come to. "The recession is not the obstacle. The obstacle is to abandon conventional job-hunting methods", Hoehn says. Page 12 of the book reveals the source of Godin's blog. We see Gen Y Charlie illustrate how he separates the value of Free Work from Internships and what steps he reckons the Gen Y tribe needs to take to create rich work opportunities. "Imagine the impact you can have if you do really high quality work, for absolutely free, on something more valuable that requires creative flair" Hoehn urges.
Across the Atlantic, Seth Godin's blog was also causing Gen Y stirrings of interest. Over at the Chartered Management Institute, @agathatheintern was getting into her stride. She had posted an immediate response on the Chartered Management Institute blog and was busy on Twitter tweeting with others who had tweeted about Godin's post (including Management Sushi!) and letting them know her thoughts. As a result, I asked Agatha to do a special Guest Post for the Management Sushi blog covering her take and thoughts on Godin's hot topic. Here it is!
The Value of Internships in a Web 2.0 Worldby Chartered Management Institute's @agathatheintern
Donald Rumsfeld was lampooned in 2002 for his infamous press briefing on the Iraq war...
There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. There are things we don't know we don't know.
...but I can't help feeling that he had a point where Internships are concerned. It's no longer enough to know what you know; other people have to know what you know too. I read a survey earlier in the summer suggesting that 80% of companies will be using LinkedIn as their primary recruiting tool this year. Add in to this the ease with which companies can Google your name and it has seldom been easier to dig up the dirt on someone you're looking to employ.
Seth Godin wrote recently recommending that students and the unemployed should consider doing project work for free rather than consider taking up an internship, and I think it was the external visibility that he had in mind when he made this statement. If you do unpaid work, in whatever form, you need it to be such that you can put your achievements on your CV, or in this modern age, on to Google for all to see.
I'm lucky that working in the marketing and PR department of the Chartered Management Institute allows me to do that. I've been blogging and tweeting about the work I'm currently doing and leaving a digital footprint behind of my achievements that will hopefully be a big help in securing work at the end of my studies at UCL in 2010. We all know how difficult the job market is right now so all help is good help.
Hopefully by the end of my six weeks if someone Google's my name they will see visible evidence of what I've done rather than an unsubstantiated statement on my cv. Obviously I won't know how useful this strategy will prove until I venture out into the job market but I'm learning lots of new things at the moment so hopefully the future will bode well.
As Agatha says, and Hoehn will readily recognise this viewpoint, "leaving a digital footprint" behind any free work or internship to demonstrate and substantiate quality work achieved is vital for any savvy graduate job hunt in a Web 2.0 world.
Back in the States on that same fateful Friday 14th August. GenY personal branding expert, Dan Schawbel had an article - &lsquo;Build a Marketing Platform like a Celebrity' - published in Business Week. As much as @agathatheintern, Charlie Hoehn and Seth Godin, Schwabel clearly understands the value for today's grads in clever use of social media in the digital jungle to create an extraordinary marketing platform. And, all of it, for free! As Schawbel says, recession-proof graduates should not "avoid the evolution in media" but "embrace it and leverage it for your own needs". And CMI's @agathatheintern is doing just that. Her digital footprint looks set to rock the online airwaves for some time to come!
Join the debate! What's your view on Web 2.0 free work and internships for recession-proof graduates?
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	<title><![CDATA[Short shrift for Women in Boardroom 2.0]]></title>
	<link>http://managementsushi.com/view_post/detail/Short-shrift-for-Women-in-Boardroom-2.0</link>
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	<pubDate>Fri, 07 Aug 2009 08:25:30 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
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        <![CDATA[Depressing news this morning. Almost unbelievable in these progressive but turbulent times where some sense of gender equality prevails, at least until today! The latest hot news from the London School of Economics is the extraordinary revelation that wherever gender composition of today's Boards is biased in favour of women, findings of a freshly published Report show that "the average effect of gender diversity on firm performance is negative".
"It's a complicated picture", one of the Report's authors Dr Daniel Ferreira tells us with poignancy! Going on to say, possibly somewhat hurriedly, "clearly, the message is not that we need less women on boards". At least, thank goodness, the co-author of the Report - &lsquo;Women in the Boardroom and their impact on Governance and Performance' - Professor Renee Adams from the University of Queensland is a woman. She does not seem to get a chance to comment on the report in the LSE press release though. Perhaps this is because she would impose a negative effect on its impact?!
Essentially, the crux of the Report is that women Board Members are better at monitoring-related subjects than men. But less good at such tough cookie subjects as compensation committee participation. Happily though, the greater the fraction of women on the Board, the better the attendance of male directors! Not such good news is the declaration that "firms with proportionally more women on their boards are less profitable and have a lower market value".
So, what to make of all that?! In a cryptic final statement Dr Ferreira advises - "we can see that when you meddle with boards, there may be unintended consequences"! Luckily, the FT's Management Blog commenting on the same subject this morning does guide us to the recent but differing viewpoints on the same broad subject from its own Lucy Kellaway and Avivah Wittenberg-Cox, author of the book "Women mean Business".

What's your view on gender dynamics in Boardroom 2.0?!
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	<title><![CDATA[Going Inside the Meltdown with &quot;In Fed we Trust&quot; - [See Cool Books for full review!]]]></title>
	<link>http://managementsushi.com/view_post/detail/Going-Inside-the-Meltdown-with-In-Fed-we-Trust-See-Cool-Books-for-full-review</link>
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	<pubDate>Wed, 05 Aug 2009 17:05:25 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
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As leading&nbsp;New York Times literary critic Michiko Kakutani said, in her recent book review of David Wessel's &lsquo;In Fed We Trust', "it would have been hard to imagine a book about the Federal Reserve and Treasury Department making it onto people's must-read summer reading lists". Yet, David Wessel, The Wall Street Journal's economics editor, has done just that. His latest book went on sale this week.
Check out Cool Books to learn more about what it was like to be "inside the meltdown" during the turbulent times of Autumn 09. For an early glimpse of a few, sample chapters of 'In Fed We Trust', click here.
By the sounds of it, and Michiko Kakutani is hugely influential, it should be in everyone's summer beach bag. "Essential", "lucid" and "riveting" is how Kakutani describes the book. These terms can also be used to describe the extraordinary financial calamities of last autumn which led to ongoing fiscal woes and put the global economy on the verge of Depression 2.0.
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	<title><![CDATA[The credit crunch, an 'unofficial command' and The British Academy response ]]></title>
	<link>http://managementsushi.com/view_post/detail/The-credit-crunch-an-unofficial-command-and-The-British-Academy-response-</link>
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	<pubDate>Mon, 27 Jul 2009 17:35:05 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
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        <![CDATA[
Last November on Guy Fawkes Day, The Queen visited the LSE. While she was there, she posed the question - Why had no one noticed the arrival of the credit crunch?

In response to this question, June 2009 saw a roundtable discussion - &lsquo;The Global Financial Crisis - Why Didn't Anybody Notice' - take place at the British Academy. The event, chaired by Professor Peter Hennessey FBA, and attended by a diverse group which included leading economists, academics, journalists and politicians, expressly sought to address the Queen's poignant question. An &lsquo;unofficial command paper' was then crafted and drafted as a response.
Last week, Professor Peter Hennessey along with LSE Professor Tim Besley wrote to The Queen on behalf of the June 2009 British Academy Forum attendees to attempt to answer her question. A downloadable PDF of the letter can be accessed from the British Academy website.
The letter advises that while there were many who did foresee the crisis, most were convinced "that the banks knew what they were doing" and that the "financial wizards had found new and clever ways of managing risks". It concludes by admitting to The Queen that there had indeed been a failure to "foresee the timing, extent and severity of the crisis and to head it off". Principally, the letter confirms, this was "a failure of the collective imagination of many bright people ... to understand the risks to the system as a whole".
Next steps will be a further forum hosted by the British Academy to ensure a &lsquo;never again' scenario. Some thought is also being given to the development of a new, horizon-scanning capability to be shared amongst all key influencers in the UK and internationally.
Robin Jackson, Chief Executive and Secretary of the British Academy believes "the Academy forum was an opportunity to get an exceptional range of experts, participants and commentators in one room, sifting fact from fiction and shedding light on what had gone on". He hopes, he said, that "Her Majesty, and indeed others will find our letter informative".
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	<title><![CDATA[Has Management 2.0 gone into a tailspin?]]></title>
	<link>http://managementsushi.com/view_post/detail/Has-Management-2.0-gone-into-a-tailspin</link>
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	<pubDate>Thu, 16 Jul 2009 07:24:39 +0100</pubDate>
	<author><![CDATA[info@managementsushi.com (Bernie Ritchie)]]></author>
	<description>
        <![CDATA[&nbsp;
The dawning of this post-crisis world sees Management at some kind of crunch point. The global economy is only just beginning to shake itself out from its worst crisis in living memory.&nbsp;The most fragile of recoveries is expected in the short term.&nbsp;Although this doesn't prevent Masters of the Universe of the Banking World being reborn at an unusually rapid rate.
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Economists [not forgetting the venerable reputation of economics is also now in tatters]&nbsp;believe any current signs of early recovery are simply a function of the unprecedented levels of global fiscal and monetary stimulus. We look to be still many years off a strong and fully sustainable private-sector driven recovery. And the venerable reputation of economics is suddenly in tatters. Even when recovery finally arrives, it will bring a fundamental rebalancing of today&rsquo;s global economy which will most likely be led by China and India.&nbsp;&nbsp;
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So, what kind of shape is Management in and how is it going to gear up to face the post-crisis challenges of 2010 and beyond. Right now it looks in fairly poor shape and shows all the signs of suffering the management equivalent of swine flu.
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Even if Management is in such a tailspin, is that such a bad thing anyway?! Change is almost always good and it is certainly clear that some relatively radical movements for change in the world of Management are bubbling under its surface.
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We are now hearing much talk about MBA programmes requiring total overhaul and reinvention to reflect the radically changed business landscape. Harvard Business Review has devoted its latest double issue to &lsquo;Managing in the New World&rsquo; (and the preceding edition to the notion of &lsquo;Rebuilding Trust&rsquo; in business). &nbsp;We have seen the recent emergence of many new business leaders across the world &ndash; as well as the demise of several old chestnuts - as old-economy business behemoths amalgamate, various industry sectors implode and old ways of leadership are outmoded. We cannot ignore the constant buzz in the media about innovation being one of the few ways to seize competitive advantage or about savvy entrepreneurship representing the best sure bet for long-term job security. Nor can we ignore the pressing requirement for improvisational leadership in this rough spell of business uncertainty. Today, these constant twists and turns seem to be the only certainty and having the skills to adapt to new normalcies as well as ride the storm is critical to success in the post-crisis world. &nbsp;
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Added to this, there is the steady forward march of the social media revolution, the power of self-appointed &lsquo;Business Tribes&rsquo; and the rise of such trends as crowdsourcing. All three simply adding to the unpredictability of the newly-forming business landscape. &nbsp;Not to mention the ever-increasing pace and intensity of the global climate change crisis and the red alerts as well as real &lsquo;green job&rsquo; opportunities it presents for businesses.
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What hope is there for Management 2.0 going forward? Can it gear itself out of its current tailspin? Will it just crash and burn? &nbsp;Or, will it rise to the occasion, shed its old skin, show bold reinvention and adaptive leadership and thrive anew in a changing and challenging world. My bets are on the latter, but it will mean honing fresh ways of managing under new uncertainties and learning from the lessons of the crisis just past. But as the old saying goes, necessity is the mother of invention!
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What do you think?]]>
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