 |
…most managers are reluctant to terminate personnel, hanging on to them too long.
|
30 |
 |
The hiring success rate of managers has long been estimated at just 50%, which completely squares with the uncertainty involved.
|
31 |
 |
Middle managers – especially those who deal with the outside world, like people in sales – are often the first to realize that what worked before doesn’t quite work anymore; that the rules are changing.
|
021 |
 |
If existing management want to keep their jobs when the basics of the business are undergoing profound change, they must adopt an outsider’s intellectual objectivity.
|
093 |
 |
…there are people who are quick to recognize impending change and cry out an early warning… they are usually in middle management.
|
108 |
 |
The more complex the issues are, the more levels of management should be involved because people from different levels… bring completely differently points of views and expertise to the table…
|
114 |
 |
If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize the over a beer… Your time for participating is now.
|
115 |
 |
Lots of aspects of managing an organization through a strategic inflection point petrify the participants, senior management included.
|
116 |
 |
With all this rhetoric about how management, is about change, the fact is that we managers loathe change, especially when it involves us.
|
123 |
 |
Getting through a strategic inflection point involves confusion, uncertainty and disorder, both on a personal level if you are in management and on a strategic level for the enterprise as a whole.
|
123 |
