I was told the other day that it’s typically only the big private sector companies that do succession planning in New Zealand and generally the focus is only at CEO-replacement level. It got me thinking, as these things are wont to do. It had me scurrying off into journals to see what gems of international best-succession-planning- practice could be found. It left me wondering how some of the practices I found could be used throughout an organisation.

 » Read more about: Success’n Planning  »

I’ve got to admit it. I’m hooked on e-mail. Its so easy to use, convenient (saves all that running to the mail box), cheap to operate and fast (given that I find instant gratification a bit slow, e-mail measures up quite well, considering). That I don’t really understand how the messages manage to leave my machine and pop up in someone else’s, is neither here nor there. Its a terrific tool to have. I now know however,

 » Read more about: E-ddiction  »

The papers are full of it, just of late. Acknowledgment, admiration, respect and a hint of adoration for the sports teams – Team New Zealand, the Super Twelves, the Coco-Cola Netballers – who have excelled in recent events. On competition days, they made the path to success look effortless, almost easy, yet we know they succeeded on the day because of the work done behind the scenes in the months leading up to the final event.

 » Read more about: The Team Myth  »

I’ve repeatedly heard an issue common to all managers, regardless of their organisation or sector. The issue faces them all and challenges them on a daily basis. I’ve heard managers’ lament that their job is basically ok, but would be better, if it wasn’t for the staff. What they are saying is that managing numbers of diverse individuals, each with their own particular traits, foibles and needs, can be a demanding, sometimes thankless and time consuming task.

 » Read more about: Managing staff – triumph or trial?  »

Don’t cultivate an incommunicado communication style. This means keeping your voice mail on at all times; clearing your voice mail or mailbox monthly; never returning telephone calls or messages; saying ‘I’ll contact you’ or ‘I’ll ring you tomorrow’ and never doing so; keeping important data in your head and putting little on paper; requiring gatekeepers to ensure few individuals enter your diary or your office. The solution? Do conduct a small public relations check. Ask colleagues,

 » Read more about: More Things To Do If You Want To Be A Manager In Name But Not In Practice  »

I’ll never forget *Cyril (not his real name). I met him about eight years ago when I worked in a large organisation. When I talked with him, I heard how he’d been in his role some fifteen years. I heard how much he disliked his job, most of his colleagues, the management, the organisation and pretty much everything about it. I heard how there was nothing he could do. He was stuck there, with no options or choices.

 » Read more about: Counting Down, But Not To The New Millenium……  »

Don’t specialise in Much Ado about Nothing. This means viewing every situation, regardless, as a major drama, every encounter a dramatic scene and every participant an actor on the stage. It involves majoring in Minors, blowing small things out of proportion, losing the ‘big picture’ and spending enormous amounts of time in analysis, contemplation and yet more analysis (a.k.a. pontification in extremis) on issues that don’t warrant much attention. The solution? Do take your thespian skills and need for drama out of the workplace and focus instead on the majors –

 » Read more about: Things To Do If You Want To Be A Manager In Name But Not In Practice  »