by Art Petty | Jun 12, 2013 | Art of Managing, Decision-Making, Leadership, Management Innovation
From long experience and ample client CEO and Board input, the typical state of a management team looks less like a team and more like a group of functional experts who occasionally gather to talk uncomfortably (and shallowly) about the hard issues confronting their...
by Art Petty | May 29, 2013 | Art of Managing, Strategy
“Most people, including experienced executives, don’t like to make choices because it means giving up options. There is a clear temptation to hedge bets, to try to do everything, to attempt to keep all doors open at once by refusing to pick from among existing...
by Art Petty | May 23, 2013 | Art of Managing, Management Innovation, Strategy
Sometimes, you just have to call a time-out. While our tendency is to respond to the gravitational pull of our devices and the unceasing demands of the urgent and urgent-unimportant in our work lives, some issues simply require deep thought. Most organizations and...
by Art Petty | May 6, 2013 | Art of Managing, Leading Change, Management Innovation
Mediocre is on display daily in too many areas of our society and in too many of our businesses. From the boss who just doesn’t care to our government seemingly barely functioning to the miserable help-lines of too many firms to the slow gait…the shuffle of retail...
by Art Petty | Apr 7, 2013 | Art of Managing, Career, Decision-Making
“Don’t tell me what you’re doing. Tell me what you’ve stopped doing.” Peter Drucker “No” is one of the most powerful and under-utilized terms in your management vocabulary. Here are ten situations where “No” might be the absolute right call. 10 Situations...
by Art Petty | Mar 24, 2013 | Art of Managing, Decision-Making
In preparing for battle I have always found that plans are useless, but planning is indispensable.” -Dwight Eisenhower Chance are, you’ve seen this movie before. It’s the one where you or your team are on the hook for distilling the chaos and complexity of the market...
