Best-Practices Leadership

Ask ‘who’ and ‘what’ to identify your market

January 11, 2010

Too often, customers never see products and services until they’re in stores. That’s too late. Use “who” and “what” questions to identify who your market is and what it needs.

10 warning signs of low morale

January 11, 2010

Without you realizing it, low morale can creep into your organization. Check every day to make sure people stay in tune. Here are 10 sour notes to listen for:

Entrepreneurial leadership: Turning hair care & tequila into gold

December 11, 2009

The most important thing about John Paul DeJoria is his resemblance to the hero in a Grimm fairy tale: “The Boy Who Knew No Fear.” With a net worth today estimated at $2.5 billion, the founder of the Paul Mitchell line of hair products and Patrón ultra-premium tequila started out selling encyclopedias door-to-door …

People clamming up? Create ‘open space’

February 1, 2008
Open space allows an important conversation to take place. Developed by Harrison Owen and fully explained in his book, Open Space Technology: A Users Guide, this technique lets people deal with issues constructively and fast.

5 ways to hack a market

November 1, 2006
Cut through the fog of innovation by following these five principles to bring new products and services to market.

8 guidelines for new ventures

June 1, 2006
8 things to keep in mind.

Manager’s Checkup: The right message on diversity

January 1, 2006
Building respect for diversity on your team is both the right thing to do and essential for optimum performance. Are you sending your team the right message on diversity?

Put your biggest idea to the test

July 1, 2005
Your inspiring idea has already won over your head and heart. But will it make it in the marketplace? Tip the balance in your favor by being ready to answer these questions.

5 steps to avert new-product disaster

May 1, 2005
Heres the doom loop for new products: Youre out of touch with consumers. Your new-products people are tucked so far away in the organization that they wind up obsessing over technical problems and never seeing firsthand what customers want. Take these steps to avoid doom.

The secret of leadership: no secrets

April 1, 2005
Jack Stack doesn’t believe in keeping employees in the dark. Stack worked for International Harvester (IH), where he’d been put in charge of acquiring parts. He started going to management meetings and hearing company secrets. One of them: The Russians had hired IH to make tractors, and the company was way behind on the order. The managers told Stack to keep mum and focus on getting parts.