by Art Petty | Oct 8, 2017 | Art of Managing, Career, Decision-Making, High Performance Management Teams, Leadership, Leading Change, Strategy
I have an allergic reaction to the gravitational pull of the status quo when it masquerades as conventional wisdom. Too often, leaders and managers reduce complex and emerging situations to an algorithm developed for another time and set of variables. It’s a...
by Art Petty | Jun 10, 2017 | Art of Managing, Decision-Making, First Time Manager Series
New(er) managers often step all over this issue of fixing people. I know I did. Twice. Both situations ended in disasters. The lesson: it’s never your job to fix a difficult employee. It turns out that regardless of your great intentions, powers of moral...
by Art Petty | Jun 2, 2017 | Art of Managing, Decision-Making, Leadership
Years ago, I worked for two executives at the same time. They could not have been more different, especially when it came to the pace of decision-making. One ran sales. The other ran marketing, support and product management. They didn’t like each other. At all. It...
by Art Petty | Apr 6, 2017 | Decision-Making, High Performance Management Teams, Leadership
The term, Shifting Baseline Syndrome, is used to describe the acceptance of changes in baseline measures in a system over time. This syndrome masks or distorts reality. An ecologist who takes key measures of an ecosystem at one point and time and references those as...
by Art Petty | Feb 21, 2017 | Decision-Making, Leadership, Strategy
In Matthew May’s excellent, thought-provoking and helpful read, “Winning the Brain Game,” he describes seven flaws in our thinking processes that impede our success at innovating and solving problems in creative ways. One of those flaws, “Leaping,” is something I...
by Art Petty | Oct 19, 2016 | Art of Managing, Decision-Making, Leadership
Whether we are describing the workplace or the classroom setting, too often, our management approaches stifle independent thinking. We create measures and scorecards and performance evaluations that promote a narrow set of behaviors. What gets measured gets...
