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Posts Tagged ‘managewich’

Manage Which? Up or Down (Part 2)

Photo By Brian

Photo By Brian

Where we left off last post is that our Managewich, Breeze, gets urgent requests from her manager, Hoover, and Breeze habitually has managed down, meaning that she’s generally accepted the work and the consequences of doing it for herself and her team and has muddled through by either directing her team to do the work or doing it herself.  I made a request of Breeze that she not accept work until one of three things has happened, the first being that she understands fully and completely how these reports and spreadsheets are going to be used and how they add value.  So far, this has resulted in some relationship building with Hoover, and it’s reduced some of the distracting work.  And, we’re not done yet.

Woo Hoo Woo Hoo, Making My Radio Debut

In case you couldn’t tell, I’m very excited to have been invited as a guest on the “Business Networking Brunch” this Sunday.  We’re going to be on the air from 9am – 11am Central time on 1360 am in Dallas.

Managewiches, I am there to beat the drum for the cause.   Some of the topics I plan to hit:

  • Why middle managers are integral to execution
  • Why leadership is important in all levels of the organization

The Customer Experience & The Managewich

Photo by Tamer Shabaneh

Photo by Tamer Shabaneh

My hubby and I  just got back from an awesome trip to Cancun.   I bought the trip somewhat last minute from Sams Club of all places.  It was a surprise for Russ’s birthday, so I wanted it below the radar.  The trip was almost too good to be true price-wise, and even though I did my research, my biggest concern was that the hotel was going to be awful.

The Omniscient Managewich

I have a question for the sandwich generation of managers, middle managers or owner managers, stuck in the middle of competing priorities and agendas:

Why is it so hard to know what someone else really wants or believes, and yet, how is it that we know others’ intentions just by looking at their body language or actions?

Paradoxical, yes?

Managewich Tips: Tired of Participating in the 80% of Change Initiatives That Fail?

Change is hard… or is it?

Think about a time when change was easy.  What made it easy?

For me, a good example to illustrate how change does and doesn’t work is recycling.

At first, to recycle, we had to separate cans, glass and paper,  and we had to sort through the plastics for the ones that could be recycled.  There was a special, thinner, less sturdy bag that we had to use.  We had to take it to the recycling center ourselves.  I quit somewhere in the middle of the first bag of cans.

Managewich on the Run

“Stuck Inside These Four Walls, Sent Inside Forever, Never Seeing No One Nice Again Like You…”

Oops, sorry.  That’s “Band on the Run.”  But it could describe the managewich’s office, yes?

Whenever I hear about the “Fight or Flight” Response, I wonder….  is it really either or?

Tips For the Managewich: Don’t Kick the Dog

Ever had that experience where your manager got reamed by a customer, peer or her manager and then turned around and took it out on you?  It gets the expression “kicking the dog” because it’s basically taking out frustration on the defenseless.

Those of us who aren’t that resilient have known for a while that this is a derailer of productivity and a behavior that is predictive of mediocrity because we’ve sat in our little neutrally colored cubicles and stewed about the unfairness of it and wasted time reviewing what we should have said or done differently.

Investing in People Pays 600% Dividend

I need a picture of me on a soapbox.  Anyone know where I can find one?

Engaging employees pays off more than fear.  Most of us know this because we desperately want to be engaged and fulfilled ourselves, and we know that when we’re connected with what we do, we go the extra mile gladly.  However, knowing it in our heart of hearts doesn’t work for some.

Women Stuck in the “Managewich”, Get Out of Your Own Way!

Jim Bumgardner

Jim Bumgardner

There’s a new study out last week that shows women consistently underestimate and undervalue their own performance at work.  It gets worse the older women get, so the women who are most likely to break out of middle management (the “managewich”) and into the executive ranks are sabotaging themselves.  This makes me furious!

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