Peter Drucker is famous for pointing out how much better managers could manage if they only used numbers. His message to you: “…if you can’t measure it, you can’
Can you be a better manager by stepping back and letting teams manage themselves? As strange as this may sound, the answer is yes. Often managers stop all over the
The answer is a pretty-much unqualified “yes.” Does it need to be that way? Of course not, but it is not easy. Meetings were horrible prior to 2020, and
Many meetings are like unpleasant dinner guests who have come uninvited. They intrude on your productive time, drone on with unnecessary conversation, and you can’t wait for them to
You know less about managing than you think. These misperceptions and fallacies include theidea that managing creates productivity, that managers can solve everything, that more managing equals better managing, and
Vancouver’s Power Shifter and how mastering operations can build margin, customer loyalty, employee engagement, and crisis-proof your agency.
To survive tomorrow’s crisis, strengthen your agency today. Achieving
Even today, most organizations struggle with becoming “more agile.” Paradoxically, some of our failures as managers make Good Agile less likely to happen, and the way many choose to implement
Merkle’s HelloWorld knew all about Agile, and they knew that most Agile doesn’t work well at agencies. Then they tried AgencyAgile.
We have never said that our approach
We reached our 100th agency transformation milestone a month or so ago, and I’ve been spending a lot of time thinking about what we have learned. Not everything went
Lazy gets a bad rap. Managing and managers can be costly to your organization’s productivity (listen to episode 2.1, The Natural Tax of Managing) and in fact less
