http://artpetty.com Leadership, Management and Professional Development Tue, 22 May 2012 11:58:03 +0000 en hourly 1 http://wordpress.org/?v=3.3.2 copyright by Art Petty, 2011 art.petty@artpetty.com (Art Petty) art.petty@artpetty.com (Art Petty) 1440 http://artpetty.com/wp-content/uploads/2011/07/Lcpodcast144x144.png http://artpetty.com 144 144 http://artpetty.com/feed/podcast Leadership Caffeine Podcast Host Art Petty interviews leaders, leadership authors, management thinkers and other professionals about creating high performance teams and organizations and developing effective leaders at all levels, during this weekly program. The goal is to share practical, powerful ideas to help listeners improve their performance and the performance of their teams and organizations. Caffene, Ldrshp, Profesional, Dev, Ledership, Ldrshp, Caffeine, Proff'l, Dev Art Petty Art Petty art.petty@artpetty.com no no http://artpetty.com/2010/01/15/leading-the-driven-individual/ http://artpetty.com/2010/01/15/leading-the-driven-individual/#comments Fri, 15 Jan 2010 14:21:14 +0000 Art Petty http://artpetty.com/?p=3198 A great deal of popular leadership writing (mine included) focuses on the common issues and challenges with “typical employees.” Now before you grab a pitchfork and light the torches and start marching on this blog for my use of the term “typical,” don’t misconstrue my meaning. Yes, I know that no one is “typical” and that we all have strengths and weaknesses and that it is grossly unfair to provide such a crass label to the masses of good quality employees laboring away and earning “strongly exceeds” on our grade-inflated performance evaluations. (I can hear the pitchforks clanking again on that last shot!) Nonetheless, it was the best label I could come up with on short notice and only a few sips into my first cup of coffee, to differentiate from the subject of today’s post: The Driven Individual (DI).

]]> http://artpetty.com/2010/01/15/leading-the-driven-individual/feed/ 10 http://artpetty.com/2008/12/26/leader-what-are-you-doing-to-improve-your-value-creation/ http://artpetty.com/2008/12/26/leader-what-are-you-doing-to-improve-your-value-creation/#comments Fri, 26 Dec 2008 16:34:55 +0000 Art Petty http://artpetty.com/?p=760 Leadership should be one of the principal value creation components of the management system, yet poor leadership practices often result in increased complexity, added waste and blocked attempts to streamline processes and make improvements that would otherwise benefit the organization and its customers. One of the key reasons that leaders and leadership practices often fail to create value (or to create more value) is the lack of a common operational and actionable definition for the role of a leader.

]]> http://artpetty.com/2008/12/26/leader-what-are-you-doing-to-improve-your-value-creation/feed/ 1 http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/ http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/#comments Mon, 22 Dec 2008 01:01:15 +0000 Art Petty http://artpetty.com/?p=731 Dr. Deming indicated that he hoped one of his life’s accomplishments was to keep American companies from committing suicide. The public spectacle of Detroit and Wall Street committing suicide in the same quarter would indicate that he failed in his mission. Deming’s Theory of Profound Knowledge and 14 points offered (and still do) keys to many of the answers. They are not prescriptive, but rather they combine to create a philosophical approach to running a business, that if adhered to, will stand a chance of succeeding for customers, workers and partners on a global stage.

]]> http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/feed/ 7 http://artpetty.com/2008/12/05/your-weekend-reading-list-from-management-excellence/ http://artpetty.com/2008/12/05/your-weekend-reading-list-from-management-excellence/#comments Fri, 05 Dec 2008 17:03:53 +0000 Art Petty http://artpetty.com/?p=523 Beginning with this post, I intend to make "Your Weekend Reading List" a regular Friday feature. Most professionals that I know are too busy to carve out quality reading time during the week, and many have confided that they wish they would be more diligent about reading on the weekend. While I won't be there to help you pick up the book or click on the link, I can at least try and remove the "I'm not sure what to read" excuse from your arsenal.

]]> http://artpetty.com/2008/12/05/your-weekend-reading-list-from-management-excellence/feed/ 2 http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/ http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/#comments Tue, 02 Dec 2008 15:35:41 +0000 Art Petty http://artpetty.com/?p=469 It takes no management skill whatsoever to spend a fortune building up clicks and it definitely takes no skill to slash budgets, cut headcount, freeze programs and hunker down and wait out the storm. It does take remarkable management courage and skill to run against the crowd and conventional wisdom by investing in strategic initiatives and talent during tough times and resisting the temptation to chase mythical fortunes during boom times.

]]> http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/feed/ 2 http://artpetty.com/2008/11/07/does-your-dashboard-of-performance-measurements-include-a-warning-light/ http://artpetty.com/2008/11/07/does-your-dashboard-of-performance-measurements-include-a-warning-light/#comments Fri, 07 Nov 2008 13:18:33 +0000 Art Petty http://artpetty.com/2008/11/07/does-your-dashboard-of-performance-measurements-include-a-warning-light/ In discussions and lectures with the up and coming generation of leaders, there is widespread cynicism over the intentions and the capabilities of many of their firm’s senior leaders. There is little faith expressed that their leaders understand their firm’s key drivers and little confidence that the leaders are taking actions and measuring performance based on anything other than preconceived notions of what they think is right. Fewer organizations than you might think are doing anything to engender employee satisfaction…which is ironic given the mountains of data that indicate that employee satisfaction flows through to customer satisfaction and strong financial performance. This current generation of senior leaders is failing, and the very imbalanced scorecard is visible all around us

]]> http://artpetty.com/2008/11/07/does-your-dashboard-of-performance-measurements-include-a-warning-light/feed/ 0 http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/ http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/#comments Thu, 31 Jul 2008 15:10:14 +0000 Art Petty http://artpetty.com/2008/07/31/constancy-of-purpose-in-pursuit-of-success/ Organizations and individuals march forward when they have a clear goal and sight and are driven by some deep collective conviction that when successful, the world will be a better place, that they will be better professionals and that their positions and as a result, their families will be secure. The earlier that a leader understands that creating “constancy of purpose” is a core task, the faster they are on their way to truly fulfilling their obligation and responsibility as a leader.

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