I recently wrote an article for The CEO Magazine called “Engineering an Aligned Organization,” where I actually do the math about how complex it is to try to manually align an organization with a few as 50 people. It is the CEO’s responsibility to ensure that every employee understands the company’s vision/goals and how those relate to their day-to-day […]
I thought this DILBERT cartoon was appropriate to share after the launch of my new company Khorus a few weeks ago.
Why do so many people think the sole purpose of an operations meeting is to discuss the sales forecast? Focus on every part of the business and require forward-looking data from all.
Ironically, it’s one question that vexes CEOs, because they cannot get the information they need to answer it.
Entrepreneur.com just published an article I wrote titled “How Leaders Can Find Their Mojo.” Whether they admit it or not, many chief executives feel powerless in their organizations. Oh sure, they have power: They can hire and fire, acquire companies, reorganize whole divisions, change the company strategy, etc. But once an organization gets beyond 20 […]
I’ve done a couple of Webinars recently to show CEOs and other executives how to set goals for their organizations. This is one of the keys to success in any company. The bigger your organization gets, the more disconnected your employees will become from the big picture strategy if you don’t do something formally to […]
My latest Forbes post focuses on this graphic we created at my company Khorus to show how CEOs are bombarded with mostly tactical, outdated metrics from department silos. The result is a fruit salad mess that chief executives cannot make sense of or use to move the business forward. In the full piece I give some advice about how CEOs, who are usually to blame, can remedy this. Check it out here: http://www.forbes.com/sites/joeltrammell/2014/01/24/why-fruit-salad-management-is-rotten-for-ceos/
Last week I outlined my first three measures in creating a high-performance culture: Private offices for all employees, an open meeting policy, and having an anonymous feedback mechanism. Here are four more actions/policies I’ve found to be successful in context with the SCARF model: 4) Open book management Do your employees have the information to understand […]