Category Archives: Thoughts

Dealing with the Slacker Employee

When one employee is not pulling their weight, it can have a devastating impact on productivity, customer service, or sales. Today’s lean organizations can no longer tolerate anything less than 100% effort from all of their employees.

However, the most negative impact a “slacker” employee can have isn’t necessary organizational results – it’s the impact on that employee’s coworkers that have to work extra hard to cover for their coworker. When a manager doesn’t see this – or, chooses not to address it – morale suffers, and ultimately, good employees will either lower their own standards or quit.

Read my latest post over at About.com Management and Leadership to find how to deal with the “lazy” employee. You might be surprised at some of the possible causes and solutions.

Great Leadership

Wishing vs. doing

By giving people more ways to speak up and more tools to take action, we keep decreasing the gap between what we wish for and what we can do about it.

If you’re not willing to do anything about it, best not to waste the energy wishing about it.

       

Beware the Analytics Bottleneck

Within the next three years there will be over 20 billion connected devices (e.g. oil pipelines, smart cities, connected homes and businesses, etc.) which can empower the digital enterprise — or intimidate them. With the pace of digital “always on” streaming devices and technology innovation accelerating, one might think technology would continue to pose a challenge for businesses. Historically, new technologies from the mainframe to client server and ERP — while enabling organizations to pursue new business goals — became a bottleneck to progress. This is due to constraints like lengthy implementation processes and inflexibility to adapt as business conditions changed. Turns out that isn’t the case today. There is a new, even more elusive, bottleneck: the organization itself and its ability to adopt and adapt big data and analytics capabilities.

Based on our work with clients in a variety of industries from financial services to energy, here are three ways we’ve seen organizations embrace the analytics opportunities of today and transform from being the constraint into being the change agent for their company’s future.

Don’t be overwhelmed — start slower to go faster: Given the ferocious pace of streaming data, it can be challenging for many organizations to glean data insights at the same speed and determine the right data-driven decisions and actions to take. To avoid getting overwhelmed by all the data and the possible opportunities it could uncover, companies should slow down and just focus on the things that matter — it’s much easier to focus on resolving five issues that could truly make a difference instead of 500 issues that might help the business.

Read Slowly to Benefit Your Brain and Cut Stress

Forbes – Leadership

Giving Your Employees Freedom To Encourage Creativity

If your employees are like most of the respondents to an international survey conducted by Gallup, twice as many of them are unhappy than happy in their jobs. Not only does workplace satisfaction have a direct impact on expenses for recruiting, hiring and retention, unhappy employees can derail productivity, workplace culture and customer experience. One way to […]
Linked 2 Leadership

Two purposes of user feedback

What’s a customer worth?

A customer at the local supermarket or at the corner Fedex Print shop might spend $ 10,000 or even $ 25,000 over the course of a few years. That’s why marketers are so willing to spend so much time and money on coupons, promos and ads getting people to start doing business with us.

But what happens when it goes wrong? What if a service slip or a policy choice threatens that long-term relationship?

If you know what’s broken, you can fix it for all the customers that follow. It seems obvious, but you want to hear what customers have to say. After all, if people in charge realize what’s not working, the thinking is that they might want to change it.

Are We Too Busy Competing to do Anything New?

Zero to One

Peter Thiel’s Zero to One is a quick and engaging read, but the ideas are not as quick to digest.

Zero to One is based on the idea that progress can take two forms: horizontal or vertical progress. Horizontal progress is doing more of what works—going from zero to n. Vertical progress is doing something new—going from zero to one. Thiel explains it this way: