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Titles
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Stories\Titles & Morals; vwMorals
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Title
Moral
Preface
Mission and Vision
Managing People -- How to Begin
Strategy
Managing People II
The Lego's Lesson
Leadership is situational
Letting Go
Delegating means delegating ownership and letting go
What's the Next Step?
People work harder, and take pride in, achieving new levels, even if "in place"
The Wine Bet
An audacious goal is powerful
Taking the Wrong Job
Doing something you don't like to do is not a way to move up
How to Work for a Sonofabitch
Figuratively go around to other's side of the table and get angry at the problem facing us, rather than each other.
Ratchet up the productivity
Setting action items ratchets up the productivity
Hire Somebody, Fire Somebody And Reorganize Somebody
A new manager has a license to change; use it quickly
Rallying The Team To Die
Teams can rally even to die
Tell Me Three Things
A problem is a learning experience
C-Level Work
One man's c-level work is another's a-level
Letting Go II
Let go and let your team
Strengths, not Weaknesses
Focus on strengths
Perfection and Procrastination
Only when the pain of avoiding a task exceeds the pain doing a task "perfectly," will the probability rise high enough for success.
A reunion lesson about stress
Reduce stress by giving people control over their work
Accomplishing goals through others
To be a good manager, you need to work through others
A sense of accomplishment
To be a good manager you need to take pride in others
The rising star and the problem employee
An over-concern for the problem employee is an under-concern for the rising star
Playing with toys
A sense of play is more adult than you think
How many royals lost their heads?
The Internet generation thought process is different
What do I need to do to get a job?
Build your story a credential at a time
Criticize in Private
To build team trust, praise in public; criticize in private
Service
Leadership and Values
Financial Management
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, E. G. Happ, All Rights Reserved.