Mike Cardus

AUGUST 28, 2013

These complaints often construct the reality of how the team operates and how the people within the team treat and act towards each other. Create-Learning believes that people want to do their best work, and that systems drive behavior. Improve the systems, and unleash the capacity of people to do great work and love what they do.

Cooper 148

Cooper Resistance Team Building Micromanagement 148

Strategy Driven

AUGUST 16, 2019

In an increasingly competitive global marketplace, agile, innovative businesses that are able to attract and retain talent, are those with the greatest chance of success. Leaders who understand the importance of collaboration in business have a belief system that everyone has the ability to develop, learn and contribute.

Agility 62

Agility Morale Belief Systems Micromanagement 62

QAspire

JULY 22, 2013

Where there are human beings, there will be dynamics of how they operate. Diversity is the key to an innovative team. People don’t need micromanagement. Have systems in place. Good team work is mathematics – it adds leverage, divides work and multiplies success. People are at the heart of a great team. Embrace diversity.

Team 191

Team How To Mentor Bottom-up 191

Harvard Business Review

OCTOBER 26, 2018

Restrictive to expansive: Too many managers micromanage. Repetitive to innovative: Managers often encourage predictability — they want things nailed down, systems in place, and existing performance measures high. That way, the operation can be fully justifiable, one that runs the same way year in and out.

Fayol 15

Fayol Management Hamel Learning-by-Doing 15

LDRLB

MAY 13, 2014

It talks about the 4 underlying key leadership styles and visionary, operator, processer, synergists that determine which stage an organization settles into. They are very good at coming up with innovative solutions to problems. They tend to work very closely with what I call operators, that’s the second natural style.

Brainstorming 60

Brainstorming Learning-by-Doing Operations Leadership Styles 60

Harvard Business Review

NOVEMBER 9, 2016

No one wants to toil away at a health care improvement effort only to see that progress disappear as systems and processes revert to the old way of doing things. These high-performing health systems offered a key insight: To sustain change, you need a strong strategy for engaging and standardizing the work of frontline managers.

Health Care 8

Health Care System Metrics Operations 8

Harvard Business Review

MARCH 19, 2014

In our research on change agents at the Phoenix Community of FCB Partners , we have found that there are three distinct challenges which require different kinds of change leaders: (1) transformational leaders, (2) innovation instigators, and (3) innovation managers. The Innovation Instigator. The Innovation Manager.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

SEPTEMBER 6, 2016

When a private equity firm adds a new company to its portfolio, analysts rigorously size up its financial, operational, and competitive condition. Mistaking quick thinking for systems thinking. What’s more, the demand for rapid growth often comes with a push from investors to enter new markets or ramp up product innovation.

CEO 8

CEO Company Due Diligence Engineering 8

Harvard Business Review

JUNE 29, 2017

What has escaped attention is that the device burst into a sector long insulated from the slightest threat of disruptive innovation. The system worked. In 1925 Hoover offered that the system was enabling a “vastly increasing number of messages” to be “kept upon the air without destroying each other.”

Armstrong 8

Armstrong Wireless Succession Licensing 8

Harvard Business Review

FEBRUARY 9, 2017

It has to put the strategy into practice with measurable objectives, consistent measurement of progress toward those goals, feedback systems to monitor activities along the way, and appropriate consequences for reaching or failing to reach the goals. Balancing freedom to innovate versus following proven routines.

Agility 8

Agility Innovation Span of Control Objective 8

Harvard Business Review

JANUARY 2, 2017

Many companies claim that hiring the best people is “job one,” but traditional hiring systems don’t make it easy. Managers who hold negative assumptions micromanage, lock up needed supplies, withhold important information, and create senseless rules and policies, causing even the best people to lose passion for what they do.

Policies 14

Policies Micromanagement Reference Covey 14

Leading Blog

DECEMBER 7, 2022

Rumelt (PublicAffairs, 2022) What passes for strategy in too many businesses, government agencies, and military operations is a toxic mix of wishful thinking and a jumble of incoherent policies. How can you design a successful, sustainable innovation process?—his These fads ironically lead to micromanaging and, often, to disaster.

Books 368

Books Leadership P&L Blog 368

Harvard Business Review

MARCH 31, 2017

A monopoly or municipal utility, by definition, doesn’t compete with anyone, eliminating incentives for investment, innovation, customer service, and maintenance. power, water, and mass transit systems painfully illustrates that point. The sad state of most U.S. By comparison, private investors have spent nearly $1.5

Objective 8

Objective Engineering Content Open-book 8