When you become a boss you become someone responsible for the performance of a group. In that instant, you become the designated confronter. Some people will behave poorly. Some will underperform. Someone needs to confront them about it and you’re it. Others may choose to, but it’s your job. You probably  »  Read More

I was on a temporary assignment, about 500 miles from home. My infant son had been admitted to the hospital and his condition was getting worse. I called my boss and told him I was getting on a plane home. He told me to stay put. I still remember his exact words. “Look,” he said, “I really need you there  »  Read More

“You ever hear of tavern training?” my neighbor, Tony, asked me. We were having one of those conversations that start with “Can I borrow your leaf blower?” and wind up over a beer in the kitchen. Tony was talking about his first promotion to supervisor. He worked in a factory up in Ohio. One day the  »  Read More

Frederick Taylor was late to the party. Taylor and his “scientific management” get credit for creating many of the management practices that we call “traditional” or “command and control.” But the roots of the modern corporation and those “traditional” practices date to more  »  Read More