The word management, it seems, is synonymous with “command and control” for many people out there. And, despite its inherent inflexibility, it is a very comfortable way of doing business for old-school managers and employees alike: Everyone has clearly defined roles and duties and the boss keeps everything on track by firmly guiding each task. This all-powerful leader frees staff from the onerous task of thinking and hopefully takes ownership of any failures (and likely, all successes).
The contrarian's dilemma: Why different viewpoints fuel success
To paraphrase a memorable quote, “You can please some of the people some of the time, and some of the people all of the time, but you can’t please all of the people all the time.” In other words: No matter what new product or service you plan to bring to market, there will be segments of your existing or potential customer base that are not going to be completely satisfied.
Autonomy, Mastery and Purpose: How Daniel Pink’s "Drive" Motivates Me
According to recent Gallup study, businesses with high levels of employee engagement are 21% more productive and 22% more profitable than those with low employee engagement.
“What ‘Learning How to Think’ Really Means”: A CEO’s Response
Barry Schwartz’s recent Chronicle of Higher Education article, “What ‘Learning How to Think’ Really Means,” should be required reading for anyone wading into the debate about the state of higher education in the US. With articulate prose, he argues in favor of a system that simultaneously teaches students the skills that will be of greatest benefit to their professional lives, but also develops the virtues that will make them decent human beings and citizens with whom we can be proud to work and live. He draws clear connections between these virtues and long-term career success, arguing that it is actually these virtues that often truly differentiate people in the world of work.