We don’t often see examples of the RIGHT way to have respectful discussions between opposing viewpoints. I recently came across an excellent podcast that shows just that: I highly recommend Dylan Marron’s podcast “Conversations with People Who Hate Me.”
Books, movies, television shows, and advice columns have provided endless examples of pathologically bad managers – sometime played for laughs, sometimes played for horrors. Most bad managers are ineffective for far less dramatic reasons: they were never taught or mentored on how to be a manager, or they never wanted to be a manager in the first place.
This week I discuss whether people pleasers is the office are ultimately helpful or harmful, and make the case for why it makes sense to be wary of people pleasers in your office.
For every story I hear of someone finding a magic productivity app that seemed to add hours to his or her day, I hear at least three of someone buying software or downloading an app that was never used.....or worse.
The nuance in bird skeletons is a perfect metaphor to illustrate why it is critical for every company to define and continually improve its operational infrastructure. Every company has its own mission, programs, culture, stakeholders, and so on, and needs to make sure that the policies, processes, and systems in place explicitly support those components and capture what make the company unique and successful.
The operations infrastructure of a company is like the skeletal system in a body (for the sake of keeping my analogy foolproof, let’s stick with a human skeletal system for now). The bones that make up a skeleton are literally the infrastructure components in the body. Without the bones maintaining the basic shape, the basic body parts (legs, arms, torso, head) can’t move. The same is true in a company – without basic organization units in place (i.e. the structure of departments or function areas), no one would know where they fit in, what they were supposed to do, nor how to do it.
The purpose of this blog is to shine some light on, and insert a little levity into, the decidedly unsexy topic of workplace operations and processes. Like so many other business-related terms, the mere words “operations” and “processes” have become weighted down by complex jargon and highly technical connotations.
While application of rigorous scientific research and development of theories have certainly added tremendous value to the field of business and organizational management at the macro level, I’m here to make the case that many workplace problems can be addressed at the micro level using common sense solutions.