management

We live in a world in which everything seems to needed now and working quickly is normally viewed as a positive attribute in the workplace...Do not let yourself become too frazzled and stressed by doing everything at high speed.As I have coached hundreds of individuals in the workplace, I have discovered that we waste precious time by delaying and procrastinating. We might know that the work is very urgent and important but we still might find ourselves being slow to start the task.

A code is like love, it has created with clear intentions at the beginning, but it can get complicated.

Cooler heads prevail while things spin completely out of control.

Management is the kitchen that produces a delicious meal, where Leadership is the Chef hooked by a purpose across the canyon of risks that adds the fragrance and taste to make it go beyond expectations.

Once a message has been sent electronically, the writer has ceded power not just to the recipient, but to whomever the recipient chooses to forward the information. To access electronic communication is to control it. The recipient, not the writer, has power over future dissemination of the writer__ words.

Sins of omission should be regarded as far more serious than sins of commission,

You have the right to remain silent. Anything you say can and will be used against you in a court of law...Do you understand the rights I have just read to you? With these rights in mind, do you wish to speak to me?_ Most Americans adults have heard the Miranda rights from countless television and movie crime drams. The first statement of the Miranda rights is a simple but powerful declarative sentence. __ou have the right to remain silent._ Not speaking will not be held against you, but the suspect is told that any words spoken __an and will be used against you in a court of law._ U.S. law provides the opportunity for reflection and protection against self-incrimination with the last sentence asking, __o you wish to speak to me?_ Reflect and ask yourself, it is wise to post or send an email containing that information?

The most feared situation is to end up inadvertently in the wrong place at the wrong time and get blamed. Yet this is exactly what happens in a structure that systematically diffuses responsibility. It is because managers fear blame-time that they diffuse responsibility; however such a diffusion inevitably means that someone, somewhere is going to become a scapegoat when things go wrong.

A car crash at seventy-five miles an hour results in glass and steel strewn about the roadway. Emergency workers attend to the injured drivers, passengers and bystanders, and remove the wreckage. An electronic communication wreck lacks the visual drama, but imparts damage just as real and just as permanent. A momentary lapse in judgment may prove catastrophic for the writer, their family, coworkers, and stakeholders.

An organization's proprietary, internal information is constrained only by an understanding that stake-holders will keep organizational matters within the organization.

Emails, texts and social media promise the writer the power to be heard_In a society where relinquishing control is viewed as weakness, power is relinquished through every message sent without forethought to the potential consequences.

The manager comes to see all relationships with others by a strict utilitarian calculus and, insofar as he dares, breaks friendships and alliances accordingly.

Neither inherently good nor evil, electronic communication platforms are 100 percent dependent on user input.

The written word imparts a gravitas the spoken word lacks. The underlying assumption is that time and thought has been expended on what was written, even if that is not the case.

Leadership is the art of accomplishing more than the science of management says is possible.

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

A damaging email forwarded outside the organization is indicative of problems within the organization.

For every opinion, there is an equal and opposite opinion.