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At this point in the Harold the Horrible story, the consultants are facing a very critical stage. They are working with a client that shows little to no concern for his staff and a staff that is very likely unhappy with their leader.
The consultants returned a week later to interview Harold and his staff. As you read this, keep in mind that the consultants expected to find two very different and opposing viewpoints.
Here are the main highlights from…..
This report will be in two steps: Preparation for collecting information and the results. Put yourself in the shoes of the two consultants who have finished their meeting with Harold. As they were walking back to their hotel, they decided to stop at a coffee shop and share their thoughts while it was fresh in their minds. Here are a few of the several highlights from their discussion”
“I am astonished at the completely unacceptable behavior of Harold”
“His employees…..
Harold the Horrible was a challenge to the two consultants because Harold focused his problem on his staff and took no responsibility for the condition of his organization.
Harold agreed to let the consultants interview his staff, and here are some of Harold’s comments as we prepared to conduct the interviews:
“I have some trouble makers in my organization”
“I have high results because I drive and threaten my people to get them to perform”
“Don’t waste your time asking…..
This is a true story about a Vice President, “Harold the Horrible,” and the VP of Human Relation’s attempt to “humanize” him. The VP of HR felt that Harold was, to say the least, rough around the edges, so he hired two consultants who could possibly help Harold. The following are some of the comments made by Harold on the day that the consultants paid him a visit:
“WHO THE HELL ARE YOU GUYS?”
“THE PERSON WHO SENT YOU IS…..
Dogs are such special animals. For many of us, they are more than just pets—they are family. I used to have a dog named Nicki, and she was an integral part of my life and family. Recently, I made the most difficult decision a dog parent has to make. Following a short illness, I had to put Niki down. This illness, however, could have been prevented if it weren’t for my own neglect and actions. I hope you will read…..
The best way to solve a problem is to recognize the problem before the situation gets out of hand. The way to do this is to be alert for situations, events, actions, and comments that seem out of the ordinary or unexpected. Examples include complaints, high turnover, performance goals not being met, etc. The earlier you spot a symptom, the better chance of heading it off at the pass.
In the case of William from our last post, he did…..
You are probably asking yourself: “What does diagnosis have to do with being an effective leader? That’s for doctors and scientists!” The answer is “everything” because the primary role of a leader is decision making. Make the wrong decision, and it can be costly to the organization as well as the person making the decision. Mistakes can be avoided by skillfully diagnosing a problem or situation before deciding what the solution is.
The following short story illustrates how easy it…..
Leaders and managers of an organization often face the challenge of change. Unfortunately, managers often make costly mistakes when they start making changes in their organizations. In fact, the record shows that 70 percent of change projects in organizations fail.
We’ll look at one such failure as an instructive example to discuss why the attempted organizational change failed and how the organization could have gotten it right in the first place — because getting it right the first time is possible.
The…..
You would think that leaders of organizations would understand a problem before they try to fix it. After all, they are leaders, and they are expected to know how to manage and make their organizations efficient and productive. The bad news is that many leaders make costly mistakes each day because they do not fully grasp the situation before they attempt to solve a problem.
It is estimated that 70% of all organizational changes fail because leaders do not take…..
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