The misconception about employee empowerment
Lesson Learned #48 It’s not as popular in management discussions as it once was, but every so often we hear someone talk about the need to empower employees. No one would ever
Read MoreLesson Learned #48 It’s not as popular in management discussions as it once was, but every so often we hear someone talk about the need to empower employees. No one would ever
Read MoreThe backstory on 52 Maxims was that we worked for The Ritz-Carlton Hotel Co. for a number of years; during that time were introduced to their concept known as “The Basics” that consisted of 18 fundamentals of service, which they used as daily reminders for their staff.
Read MoreOne of our senior partners once had a sales meeting with an executive for a company headquartered in London, England. The executive had a beautiful office with a stunning view of Trafalgar Square.
Read MoreLesson Learned #30 American psychologist Abraham Maslow was reportedly an optimist, famous for his hierarchy of needs. He is also credited with the phrase: “If all you have is a hammer, everything
Read MoreLesson Learned #24 Here’s a joke we often hear: Consultants take your watch, tell you what time it is, and then keep your watch.” It’s funny and, like most jokes, it’s at
Read MoreLesson Learned #31 It’s a lot easier to add cost when times are good than it is to reduce cost when times are bad. Maybe one of the more obvious lessons we’ve learned
Read MoreDespite the apparent wisdom of not trying to reinvent the wheel, we’ve actually learned over the years that it is vital for most businesses to do exactly that.
Read MoreMany companies have corporate improvement teams of one kind or another, such as quality or Lean or Six Sigma or some combination. And sometimes they bring in outside consultants to serve a similar role.
Read MoreLesson Learned #8 When we work for an organization we always look closely at how managers plan, execute the plan and then report on the results. We’ve learned over time that the
Read MoreLesson Learned #4 One of the key things clients expect in a performance improvement project is that their managers will take ownership of the changes that are required to improve performance. That’s not
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