Alan G. Robinson

Research has found that in most companies managers who get promoted rapidly spend most of their time networking and politicking, while their more effective colleagues spent their time building their units and developing their people.

Try this: Identify a bottom-up improvement or innovation in your organization, and interview the person who championed it. Chances are you will find a hero story of some kind. Why do we have to be heroes to implement perfectly good ideas?

Very few managers know how to effectively tap the biggest source of performance improvement available to them: namely, the creativity and knowledge of the people who work for them.

After years of operating in a top-down manner that emphasizes control and conformance, organizations are rife with obstacles to bottom-up ideas that front-line staff are forced to overcome.

Across organizations in services, manufacturing, healthcare and government, eighty percent of an organization__ improvement potential lies in front-line ideas.