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Art of Managing—Don’t Set Artificial Limits on Employee Involvement

by Art Petty | Sep 15, 2014 | Art of Managing, High Performance Management Teams, Leadership, Strategy

The Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world. — A firm’s senior leaders and managers are supposed to feel the weight of responsibility for the health of...

Art of Managing—It’s Your Job to Bring Your Firm’s Values to Life

by Art Petty | Sep 10, 2014 | Art of Managing, Leadership

The Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world. — I’ve long been a student of the values that organizations espouse. They are after all an attempt to...

Art of Managing—Managing Effectively is Hard, Good Work

by Art Petty | Aug 20, 2014 | Art of Managing, Leadership, Management Innovation

The Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world. — For some reason, the work of management and of managers often is positioned as a poor second cousin to...

Art of Managing—Beware the Lure of Strategy in a Box Approaches

by Art Petty | Aug 18, 2014 | Art of Managing, Management Innovation, Strategy

The Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world. — Strategy is one of those difficult topics that dog most management teams and most firms. The real work...

Art of Managing—How to Respond When the Experiment Goes Wrong

by Art Petty | Jun 30, 2014 | Art of Managing, Leadership, Leading Change, Management Innovation, Project Management

The Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world. — Many firms incorporate something in their values statements that encourages experimentation and...
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