Category Archives: Thoughts
Giving decisions to people closest to the action can transform any organization says Dennis Bakke in The Decision Maker. In a decision-maker organization, the leader leads by choosing a decision-maker based on their proximity, perspective, experience and wisdom.
But since we are all human, the decision-maker must ask for advice. The advice process brings multiple perspectives together to guide a successful outcome. But the decision-maker makes the final call—and takes responsibility for it.
This article is by Christine Gibson, a freelance writer in Blacksburg, Virginia.
Forbes – Leadership
So Leaders: What’s your value proposition to your followers? “The employee is regarded by the employer merely in the light of his value as an operative. His productive capacity alone is taken into account.” ~ Leland Stanford Compelling Value Proposition In the world of modern sales and marketing, providing customers and clients with a compelling value proposition […]
Linked 2 Leadership
When people say, “my team,” they mean it.
In the top-down world of industrial marketing, the San Francisco 49ers say, “we built this team, buy a ticket if you want to come.”
Then, a few years later, it broadened to, “you should buy a jersey so you can be part of it.”
In the sideways, modern world of peer-to-peer connection, people say, “my team has this player, that player and this defense.” It belongs to them, because they built it. Everyone has their own team.
In neither case is the fan on the field, getting concussed or making the big decisions. It doesn’t matter. What matters is that our feeling of ownership, of us-ness, is shifting. We want celebrities and brands and teams that do more than merely put on a show. In addition to the show, people want to believe that they own part of it.
Years ago, I worked briefly as a hotel bellhop, greeting guests, bringing luggage up to their rooms, and helping them haul it back down again when they checked out. It was social and dexterous work — hoisting skis, snowboards, bags of all sizes; navigating narrow hallways; making small talk and angling for a tip. In other words, the kind of thing that is supposedly hard to automate.
So I was intrigued to read last week about a robotic “butler” being tested at Starwood Hotels’ Aloft line, at its Cupertino location. The “Botlr” can deliver toothbrushes, razors, and similar items to guests’ rooms, replacing the need for human staff to do so.
I reached out to Aloft, and spoke with Brian McGuinness, Aloft’s global brand leader, to hear about the motivation behind the pilot. I expected the usual reasons for automation — cost-savings or increased precision or reliability. Instead, he told me that Aloft is betting that its customers would rather interface with a robot than a person, and that they’ll value proximity to the next big technology. And, of course, that it will free up staff to do more “human” work.
Which is more satisfying: Breaking something or watching someone else break it?
When we sense a job is going wrong, it’s easy to act out and make things worse… in the moment, it might feel like it’s better to get fired for something we did than to get laid off.
When a partnership hits some bumps, it might be tempting to keep score, push back on everything and get ready to fight… actually causing the change that you fear.
A challenging project, employee or situation sometimes is easier to avoid than it is to work on.