Triton Group Management Consultants
24 years experience

Management Matters

Selected quotes from practitioners, managers and management
consultants to help solve common problems in the workplace.

Leadership fundamentals:
“There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.”
(Jeffrey R. Immelt, General Electric, CEO & Chair 2001-2017)

-September 2017


Managing bias:
Every story has three sides to it – yours, mine and the facts (numerous authors) [Good managers concentrate on FACTS to prevent biases from distorting their judgements]

-August 2017


Questions that work:
The answers you get depend upon the questions you ask (Thomas Kuhn- American Physicist 1922- 1996) [good managers help colleagues think clearly by asking the right questions. This often leads to better decisions and development of the colleague]

-July 2017


A Manager’s key question for a report:
“What do I do that wastes your time without contributing to your effectiveness? To ask this question, and to ask it without being afraid of the truth is, …a mark of the effective executive.” (Peter Drucker, The Effective Executive)

-June 2017


Deep understanding:
Tell me and I’ll forget; show me and I may remember; involve me and I’ll understand ( Chinese Proverb)

-May 2017


Unexpected events countermeasure:
Leave space for reflection and for crises—you won’t know when they will happen, but they will. The rule of thumb is that you can expect at least one potentially career-threatening event a year. (Ian Davis-former worldwide MD of McKinsey & Company.)

-April 2017


Surprising Innovations:
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. (General George Patton)

-March 2017


Growing employees:
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others (Jack Welch - General Electric)

-February 2017


Controls that work:
A control that is 80% perfect and 100% accepted will work. One that is 100% perfect and 80% accepted will not work (Richard Neumeier)

-January 2017


Focus and Simplicity:
That’s been one of my mantras — focus and simplicity. Simple can be harder than complex; you have to work hard to get your thinking clean to make it simple. (Steve Jobs)

-December 2016


Innovation:
…Innovative managers see their role as that of a facilitator, shepherding ideas every day. Fostering innovative behaviour isn’t an annual exercise, it is business as usual… (Andy Atkins, Michael Seitchik, Research study of 700 executives in Canada, published in Rotman Management, Toronto University, 2016)

[Entrepreneurial spirit and tacit knowledge are often waiting to be unlocked inside organisations. As a manager you need to set the stage for employees to act.]

-November 2016


Measurement Obsession:
Many of the things that matter most in organisations (and in life) cannot be measured, yet they have to be measured…. Certainly we have to measure what we can but avoid being mesmerized by measurement, which we so often are. (adapted from Henry Mintzberg blog August 2016)

[measures in many organisations are poorly designed and usually regress into numbers for the ‘boss’. Effective measures focus on the customer as the key stakeholder]

-October 2016


Active Coping:
An active coping style is central to predicting effective leadership…[Managers with this characteristic] are likely to act with consistently high integrity and to demonstrate sound, timely judgement…and cope successfully with unexpected and unanticipated circumstances [the new normal]
(Leslie S. Pratch, Looks Good on Paper?, 2014)

-September 2016


Effective Decision Making:
The usual approach is to think first then act. Another way is to do first, on a smaller scale, when you’re not sure how to proceed. This will enable you to think in the process of doing. Then you might find yourself thinking differently about what works before a bigger decision is taken.
(adapted from Henry Mintzberg blog, July 2016)

-August 2016


Wrestling With Change:
Most major change initiatives need about a year to get traction – that is, before most people start to feel any impact and know the change is for real. However, there will always be a few diehard resistors, these people usually have to be let go. (Jack & Suzy Welch, Winning:The Answers, 2006)

[Retention of the resistors (sometimes regarded as good HR) normally leads to “white-anting” of the change process. If you have a persuasive case for change most of your people get pumped and will come with you. Once sustainable results are achieved a celebration of success will help to make future change easier.]

-July 2016

The latest news

See archived Management Matters here.

© 2017 All content including text strictly copyright    

TOP