See the Gaps and Act
“You’re not here to do just what you’re told,” she says. “You’re here to see gaps and act upon them.” With that Kirthiga Reddy, Director of Online Operations for Facebook India has led user growth from 8 to 71 million over two years. This thinking is a drastic departure form the traditional hierarchical structure that prevails in India. Ms. Reddy is one of the most creative people in the world according to the current issue of Fast Company. Her leadership principle is elegant in simplicity and profound in power. I’m the Outsider and that’s
read moreIt’s just business, and it is personal.
“It just business; it’s not personal.” Oh really? You can’t have it both ways. Calling it “just business” does not negate ownership of a decision and its impact. One of the most frequent things I hear from senior leaders is a desire for a stronger sense of accountability and greater ownership from subordinate leaders and other employees. Sounds to me like an expectation that people make it personal. You want people to feel that their work is an important part of who they are? Do you want people in your business, on your team to be proud of the company and proud of...
read moreWho is in charge today?
Home Depot came to town a few years back. The who’s in-charge sign has the managers name in a small white box on a piece of removable tape. That’s good as multiple GM’s have come and gone through the revolving door of Home Depot management. Top Grocery is the local super market. One of a Washington State chain of thirty-two community stores. The local Top store manager is not a Haggen yet his name is on the entrance to the store and presented in a way that shows real ownership. I am guessing Tim is not an equity owner in this business yet he sure does appear to...
read moreBusted! You can’t call a duck a cat and expect that no one will hear the quack.
The Queen of Soul said it musically in 1968. My parents said it frequently after I had done something stupid. By the time we reach adulthood we have all been admonished repeatedly by our parents, other authority figures, mentors and teachers to think. Leaders make good decisions and bad ones, smart decisions and dumb decisions. Good organizations may take actions that sully a previously solid and reputable history. Such things are costly and tough to undo. When personal filters drive irrational decision-making, fasten your seatbelt, there is a wild ride ahead. Susan B. Komen for the Cure...
read moreIvy League MBA – What’s missing?
I once worked with a CEO who had an Ivy League MBA. He was very frustrated at his inability to connect/communicate effectively with employees. Smart guy but… I had a good discussion once with a bank CEO about a strategic planning project. The CEO while polite in saying so, was concerned that we would not be deemed worthy by the Harvard MBA CFO, yet the project would not have interested the BCG (Boston Consulting Group). I wondered in what ways the CFO’s arrogance negatively impacted the business. Guess I should have wondered more subtly. This excellent article in The American...
read moreBoomtown #2 – A Different Work Ethic
Day labor is a way of living for some people. While in Minot and Williston, North Dakota I talked one morning with some good people who manage Command Center Staffing. They dispatch around 100 people a day to a variety of service and labor positions where employers need a worker or more for a day or more, but not permanently. These people work when they want to or need to. Some want a permanent job and some don’t. Some get permanent jobs. Some don’t. Some have the characteristics of a solid permanent employee. Some don’t. I heard the story of an 11 year old girl who...
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