Posts from — October 2007

Our studies of the most effective people in corporate America show that the top 2 percent are effective not because they executed best practices well. They did not make the most phone calls or have the best processes. They simply understood the truth about trust:

* People do business with people they like.
* They like people they trust.
* They trust people who have a detectable level of compassion and competence.

How can management motivate people to listen?
By making sure they will benefit from what is said!

A manager during change is like a sea captain, they need to get their ship together.

We all realize change is inevitable. Change itself is not an issue; it’s the resistance to change that causes such problems. The resistance is naturally strong when we explain our great reform is based on doing more with less. We tell our coworkers and even our bosses that the future is based on being more productive with fewer resources. (I don’t know about you, but I always dreamed the future would somehow involve physically doing less with much more cool stuff.)

You have heard that a chain is no stronger than its weakest link, and that a convoy is no faster than its slowest ship. You have also heard that there is no “I” in team. But if a chain is made up of many links, if a convoy is made up of many ships, that means that each link, each ship, is an “I.”