Brett Morris blogs about the risk of neglecting your leadership role, and the impact this could have on business growth.
“When no one is truly leading the business (thinking about innovating, adapting to change, looking for growth), it’s in a state called active inertia… and it’s a dangerous spot for any business to be in.”
Brett Morris blogs about whether or not you should take on your employees problems.
“Where do you draw the line? Sometimes you might find yourself facing a big monkey, or a small gorilla. Do you take those problems on?”
Brett Morris blogs about managing change as your business grows.
“Shifting responsibility to a dedicated change agent alone doesn’t work. Yes, they can know the ins and outs of change management, but they don’t have one of the most crucial qualities for change initiatives to succeed.”
Brett Morris delves into a question asked by many managers and employers – should trust be earned, or given?
“In establishing a relationship with a new employee or team, should managers/leaders place their trust in them? Or should they withhold that trust and expect that the employee/team earn it from them?”
Managers must learn how to distance themselves from being problem solvers and instead as problem finders and givers, Brett Morris blogs.
“Popularly, these voracious problem finders are known as micromanagers. But because of the obsessive compulsive traits they display, we like to say that they’re suffering from Management OCD.”
Brett Morris blogs about how managers can create a business that’s able to function and prosper in their absence.
“Central to making this work, practically and effectively, is ensuring that when employees are faced with a problem, we don’t allow them to simply ‘handball’ their problems up to us.”
Brett Morris blogs about the most effective means of managing employees.
“In a frenetic business environment, managers are easily pulled every which way. Couple this time pressure with a lack of management maturity and too often managers fall into the fatal trap of attempting to manage their people as a group.”
Many managers find themselves under enormous time pressure. Why? Too often it’s because they’re doing their job… and that of many others!
When dealing with poorly performing employees, we train managers how to ‘catch it early’ or else condone it. In other words, managers must confront poor performance at its first signs.
Brett Morris blogs how management can often act emotionally at times of financial instability, and how this impacts staff.
“When your finances aren’t stable, it’s easy to lose sight of priorities and act against the best interests of your team and the business.”
