ARTICLES ON MANAGEMENT

  • How will we lead our lives?

    How will we lead our lives?

    Life happens! Our environment shapes it and we adapt – until a defining moment when we must all pause and question: How will we live our life? It takes curiosity and courage to ask ourselves how will we be remembered and to live in accordance to those values. For it …»»»
  • The urgency delusion of work

    The urgency delusion of work

    The immediacy of our work environments have had numerous positive and negative implications on how we perform. One phenomenon, is the sense of urgency that has permeated everything we do in the work place. The addiction to ubiquitous screens endlessly screaming for our attention has only worsened our consciousness. It …»»»
  • Remembering J Barrey Williams

    Remembering J Barrey Williams

    It was just another Thursday morning in August until a text message would change my life forever. J. Barrey Williams had missed his hospital appointment – one that he made every Thursday for months prior. He would usually end those Thursdays catching up with friends over a nice Shiraz and …»»»
  • Focusing on the person – the primacy of the individual

    Focusing on the person – the primacy of the individual

    There are no teams! There are no departments. There are no business units. There are no customers and there are no suppliers. There are, however, individuals who comprise all of the above! The human person. It is the human in management that must take primacy at all times. Teams don’t …»»»
  • Eliminating the weakest link

    Eliminating the weakest link

    The management practice of maximising an individual’s strengths and making their weaknesses irrelevant is rightfully becoming widespread these days. However, this will only be successful if weaknesses are above a certain acceptable level. A person with a speaking difficulty or hearing impediment will not make a good telephone receptionist. Similarly, …»»»
  • Managing for the short and long term

    Managing for the short and long term

    In the not too distant past, when time and weather permitted, I used to find myself on a stand-up paddle board on Perth’s beautiful Swan river. Over the hour-long paddle the often calm waters could turn into quite a swell depending on the wind and passing boats. Negotiating these unsteady …»»»
  • Beware of the first straw on the camel’s back

    Beware of the first straw on the camel’s back

    There is an old saying about the last straw that broke the camel’s back. Whilst this is a valid statement, in management, one must pay more attention to the first straw. Whether it’s people, processes, the economy, markets, even disruptive technologies the first significant sign of change is important. Ignoring …»»»
  • The true test for Management is Performance

    The true test for Management is Performance

    In a recent conversation with an ex-colleague, I was asked the question: “What must I do to go to the next level in my career?”. Answering it took some thought and consideration. There are two types of people in an organisation: managers and non-managers – and the answer to that …»»»
  • The four steps to developing your business strategy

    The four steps to developing your business strategy

    This week, I had the privilege of spending some time with post-graduate business students from the local university. The topic for discussion was creating a business plan. The conversation gave me an opportunity to reflect on the matter and put some of my thoughts in writing. Following are the four …»»»
  • Trust, the fundamental requirement of management

    Trust, the fundamental requirement of management

    Good managers require certain characteristics for success. Contrary to popular belief, being charismatic is not one of them. There are many great managers who have led their organisations to unprecedented sustained success with personal charisma no greater than that of a dead fish. There are many other qualities that sit …»»»

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