In the CEO Afterlife

NOVEMBER 13, 2012

He refused to be blocked by the brick wall that separates management from union in most companies. In fact, it was Ronnie who took a sledge hammer to that wall and turned it into rubble. Bruce, a Marketing Manager who struggled with detail, flourished as a creative resource.

Hammer 258

Hammer Teamwork Middle Management Creativity 258

LDRLB

NOVEMBER 26, 2012

He refused to be blocked by the brick wall that separates management from union in most companies. In fact, it was Ronnie who took a sledge hammer to that wall and turned it into rubble. Bruce, a Marketing Manager who struggled with detail, flourished as a creative resource.

Hammer 145

Hammer Teamwork CEO Middle Management 145

Sales Wolf Blog

AUGUST 9, 2010

 Many managers and leaders often assume (falsely) that sales people are solely motivated by money and that the only way to boost sales is to offer additional cash rewards or incentives.  Sadly, as the old saying goes, when a hammer is the only tool in your arsenal, you start to see every problem as a nail.

Blog 124

Blog Human Resources Human Capital Talent Management 124

Tanveer Naseer

AUGUST 6, 2013

One of the ways that a good leader can help bring about personal transformation is by being a Velvet Hammer. For example, consider the story of a middle manager whose boss, one of the most respected people in the company, gave him some tough feedback that most people wouldn’t have the courage to give.

McGregor 278

McGregor Middle Management Hammer Influence 278

Harvard Business Review

APRIL 6, 2018

It happens all the time: A group of managers get together at a resort for two days to hammer out a “strategic plan.” At the start of my public seminars on strategic planning I ask attendees, who rank from board members and CEOs to middle management, to write down an example of a strategy on a sheet of paper.

Strategic Planning 14

Strategic Planning Planning Objective Seminar 14

Great Leadership By Dan

JANUARY 7, 2014

Senior and middle managers are REALLY good at figuring out what’s “real” and what’s not. Their boss is always hammering, er…, asking them about it. They may be chickens (involved), but they’re not pigs (committed). They have to be! They know something must be real when: 1.

Planning 236

Planning Succession Metrics Commitment 236

Harvard Business Review

JANUARY 7, 2011

Process gurus such as Michael Hammer , Jim Champy , Geary Rummler , and Alan Brache have long maintained that companies must appoint process owners to ensure that processes are improved across functions. The role had little influence : Some companies appointed process owners at middle management levels.

Process 15

Process Champy Competitive Advantage Hammer 15