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Add You - Demise of the Lone Ranger Manager: A Lesson in Management Communication Style
This article is continued from ‘Ten Things NOT To Write In Your CV – Part One’. Your CV (Curriculum Vitae) – Resume for our American friends sells you to your prospective employer. It has to be straight and too the point. However too many CV’s contain irrelevant information. What are the ten things that you shouldn’t write in your CV?6) Don’t be all things to all peopleSome people with a broad range of experience or an eclectic background feel that this can’t be anything but good news for their employment prospects. Wrong, wrong, wrong, wrong, wrong! In all but a handful of circumstances, unless you can demonstrate a clear, logical career progression in your CV then you’re diminishing your chances of future employment. This doesn’t mean that you should lie about your past on your CV. It simply means that you should try and find a common trail of experience in the bullet point summaries of your previous experience. Try not to highlight a vast range of skills from administration to sales unles
The four other members of the committee are apparently aware of the source of the problem - a change in suppliers and inspection procedures. But the strong feelings - positive and negative - they have about each other and about Bob Young, prevent them from talking openly about the subject.
The workshop leaders ask the participants to plan how they, as Bob Young, could run the
Market research as a tool is very useful for looking backwards. If you want to know what your customers thought of their experience with you; or perhaps you want to know how much they will pay for an existing product or service; or what they think of your existing competitors; or you might even want to compare a couple of advertisements to see which one your customer prefers (or more importantly is likely to respond positively to); then market research will probably serve a purpose.If you want to look forward, though, market research may have limited (if any) real value. Here is why.Reason One: Every market player asks their customers (or potential customers) the same questions when it comes to what future product opportunities might look like, and every market player gets the same answer. So every market player develops the same stuff and doesn't differentiate.Reason Two: Often people don't behave in the way they say they do. Sometimes
Let's look at a familiar scene in classical American - if I may use the word - mythology.
Panic and terror have brought all normal activity to a standstill in some pioneering settlement in the Wild West. A bunch of bad guys have been scaring the pants off the innocent, helpless and disorganized townsfolk.
Then an imposing masked figure rides up on a white horse. He arrives just in the nick of time.
With the right blend of courage and cunning, he vanquishes the bad guys by being just a little quicker, smarter and tougher than they are. Then, satisfied that everything is under control, he stoically rides off into the sunset.
The Lone Ranger has saved the day again.
But as the adrenaline levels of the grateful townsfolk gradually return to normal and they prepare to resume their mundane tasks, they may or may not realize that they are now no wiser or better prepared to deal with the next big problem.
When faced again with a major crisis, they'll just have to hope for a return of the thundering hoofbeats, signaling another last-minute rescue by the daring hero.
In their book Managing for Excellence, David Bradford and Allan Cohen write that they often begin their workshops for managers with an illuminating exercise that simulates a top-management team.
Bob Young, CEO of a manufacturing company, is faced with a problem. More and more customers have been complaining about defective gaskets, a crucial component in the company's key product. A worried Bob has called a special meeting of the operations committee.
The four other members of the committee are apparently aware of the source of the problem - a change in suppliers and inspection procedures. But the strong feelings - positive and negative - they have about each other and about Bob Young, prevent them from talking openly about the subject.
The workshop leaders ask the participants to plan how they, as Bob Young, could run the
It's a fact. Clients will always pay you more than you realize. How do I know? Because price is not the be-all-and-end-all of why your clients hire you. It's usually third, even fourth on their list of important reasons why they'll choose your service over someone else's.Let me get right to the point here. If you focus first on what matters most to your clients, the topic of price stays just that—a topic, not an issue.Here are 3 things your clients care about MORE than price (hint: focus on over-delivering on each of these and price will rarely, if ever, keep a client from hiring you):*QualityQuality seems to come up often when you're talking about a product but rarely when it's a service. But why not? Quality counts no matter what your business!What are the quality indicators your clients want with a service like yours? For example, in my business, quality indicators are the high value of the information I provide. Do my courses and products actually delive
Then an imposing masked figure rides up on a white horse. He arrives just in the nick of time.
With the right blend of courage and cunning, he vanquishes the bad guys by being just a little quicker, smarter and tougher than they are. Then, satisfied that everything is under control, he stoically rides off into the sunset.
The Lone Ranger has saved the day again.
But as the adrenaline levels of the grateful townsfolk gradually return to normal and they prepare to resume their mundane tasks, they may or may not realize that they are now no wiser or better prepared to deal with the next big problem.
When faced again with a major crisis, they'll just have to hope for a return of the thundering hoofbeats, signaling another last-minute rescue by the daring hero.
In their book Managing for Excellence, David Bradford and Allan Cohen write that they often begin their workshops for managers with an illuminating exercise that simulates a top-management team.
Bob Young, CEO of a manufacturing company, is faced with a problem. More and more customers have been complaining about defective gaskets, a crucial component in the company's key product. A worried Bob has called a special meeting of the operations committee.
The four other members of the committee are apparently aware of the source of the problem - a change in suppliers and inspection procedures. But the strong feelings - positive and negative - they have about each other and about Bob Young, prevent them from talking openly about the subject.
The workshop leaders ask the participants to plan how they, as Bob Young, could run the
Of course my wife said I didn't know what I was doing and my friends also were skeptical and thought that I was completely wasting my time.Yet I was on a mission and determined to build a business and make it a success and build it on my own. Sure I wanted to have the extra cash rolling in, but money wasn't the only reason I decided to start. I simply couldn't stomach the idea of working for someone else for the rest of my life in a job that I hated.So I said who cares what other people think and I began working part time out of my basement. I chose affiliate programs on the internet because I heard you could start with little capital or investment.And as you'll see below, it wasn't long before I realized that I'd made the right decision to start a business.Cash By EmailI started with an initial investment of $500 and advertising for another $100. In less than 3 months, I was able to quit my day job and was taking in up to $5000 per week...More that $200,000 A Year!.ay again.
But as the adrenaline levels of the grateful townsfolk gradually return to normal and they prepare to resume their mundane tasks, they may or may not realize that they are now no wiser or better prepared to deal with the next big problem.
When faced again with a major crisis, they'll just have to hope for a return of the thundering hoofbeats, signaling another last-minute rescue by the daring hero.
In their book Managing for Excellence, David Bradford and Allan Cohen write that they often begin their workshops for managers with an illuminating exercise that simulates a top-management team.
Bob Young, CEO of a manufacturing company, is faced with a problem. More and more customers have been complaining about defective gaskets, a crucial component in the company's key product. A worried Bob has called a special meeting of the operations committee.
The four other members of the committee are apparently aware of the source of the problem - a change in suppliers and inspection procedures. But the strong feelings - positive and negative - they have about each other and about Bob Young, prevent them from talking openly about the subject.
The workshop leaders ask the participants to plan how they, as Bob Young, could run the
Creating successful small business systems can have varying degrees of success depending on many variables. The size of the company, location, number of people, level of skills, company resources and various other items come into play. How do you manage to create a system that will be beneficial and able to be revised as changes in the market, industry or people resources change?This can be a delicate subject and involve a variety of stakeholders from business owners, to competitors, to HR Directors to government to your financial resources and assets available.But what does it take to design a system that can "re-engineered" at times, but match the goals your company sets or HR culture you want dependant on company profit margins etc. How can you balance these things so the costs do not outweigh the benefits?There are various management systems and providers in the marketplace. Company benchmarks and industry standards as well as research of the local situation are beneficial. But wh
Bob Young, CEO of a manufacturing company, is faced with a problem. More and more customers have been complaining about defective gaskets, a crucial component in the company's key product. A worried Bob has called a special meeting of the operations committee.
The four other members of the committee are apparently aware of the source of the problem - a change in suppliers and inspection procedures. But the strong feelings - positive and negative - they have about each other and about Bob Young, prevent them from talking openly about the subject.
The workshop leaders ask the participants to plan how they, as Bob Young, could run the
If you are like most individuals, you probably are not happy with your current career or JOB (Just Over Broke), and occasionally think about working for yourself. The 80-20 rule just might apply to everything, including careers and jobs? Being self-employed, however, does not necessarily mean owning a business with the burden of employees, inventory, capital expenditures, and the other trappings of the 20th century “brick and mortar” business model.Many are finding success in the trend of working as independent contractors, freelancers, and even as online business owners, as services and products offered via the Internet continue to be introduced, developed, and sliced and diced. Believe it or not, the Internet still is in its infancy and has tremendous untapped potential.Also, if you daydream about being your own boss, you probably consider these limiting reasons of why not to pursue the traditional job market. This is not intended to be an exhaustive list. Take the time to pen your own lis
The four other members of the committee are apparently aware of the source of the problem - a change in suppliers and inspection procedures. But the strong feelings - positive and negative - they have about each other and about Bob Young, prevent them from talking openly about the subject.
The workshop leaders ask the participants to plan how they, as Bob Young, could run the meeting so that "the problem gets solved while building a stronger team". Participants then take turns to assume the role of the CEO.
As each simulated meeting gets under way, Bob Young's subordinates - the personnel on the operations committee - go on the defensive and start sniping at each other. When he sees this happening, says Bradford and Young, the "Bob Young" in command almost invariably begins a heroic attempt to solve the problem single- handedly.
In the most frequent maneuver, Bob Young takes over the meeting and starts playing a detective-like version of the Lone Ranger. He cross-examines each person in turn about what he knew, what she had done, and what he saw as the problem. By his tone, posture and questions, the aspiring CEO conveys the message: "I am going to get to the bottom of this!."
But as Bob Young proceeds with his solo-rescue mission, those playing the four subordinates instinctively get even cagier and more snide with one another. They either try to push the blame off on each other or cover up, so they will not be exposed in front of each other.
Even the odd "Bob Young" who is so good at playing Lone Ranger that he manages to extract all the facts, is hard pressed to build any team cooperation to solve the problem. Once he finally grasps the sequence of events that led to defective parts slipping through, he is stuck with trying to find a solution that can be implemented by estranged and embarrassed subordinates.
Bradford and Cohen surmise that the classic showdown of the old-fashioned Western movie - in which everything depends on the hero's nerves of steel, complete command of the situation, agility, and guts - still dom
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