Andrew O’Keeffe ©2017
Anyone promoted from being a manager to being a manager of managers, quickly realises what a jump that step is. In human instincts terms we go from being the leader of a “family” team to being the leader of a clan.Read More
Philip Pryor 2016
In 2014 I went to Burning Man * …
It was shocking, amazing, thrilling, frustrating, tiring and most of the time overwhelming in its creativity and fun for people from 18 months to 81 years.Read More
Andrew O’Keeffe ©2016
When we point to a common workplace frustration we are probably pointing to a behaviour explained by human instincts. In organisations that have a matrix reporting structure, people generally experience frustration with the system. Human instincts helps to explain the issue and to identify solutions.Read More
Andrew O’Keeffe ©2014
The mind and our beliefs are a powerful thing. They affect our health and wellbeing and affect our energy and output at work. Mindset should be part of a leader’s toolkit.
In psychology the power of the mind includes the placebo effect. The placebo effect in the medical field is that many (sometimes, most) people get better from a medicine independent of whether the medicine they are prescribed is the real medicine or a sugar pill.Read More
Andrew O’Keeffe ©2014
One of the most important decisions organisations make is who to appoint as a manager. It’s not surprising for a social species that the leader of a group of humans plays a key role in team engagement and output. Our track record in manager appointments tends not to be good, and we could significantly improve our hit rate by using one lever. We could move the power of the decision from above and pass it into the hands of the followers.
Have you ever recruited someone who looked good at interview only to find out when they started that they “Were not up to it” or, “They just didn’t seem to fit in”. Most of us have made these mistakes (if you haven’t, then you are probably new to management). Why is it so difficult to select the right person? Find out how to select the right person …Read More
A six step process…
I well remember the first time I was “corrected” by a manager. I was a young bank clerk and had received a transaction that was incorrect, from a much more senior person (a manager) in another branch of the bank. I sent the transaction back with a note asking for it to be corrected. Next thing I hear was my own manager shouting at me from his office.Read More
Imagine this. Your boss gets you into an office, sits you down, and tells you there are some serious allegations you need to answer. No, not about your current job. This particular interrogation is in regards to your last job, the one you held with your previous employer. Or perhaps even the one before that. Or even the one before that.
At what point does an employee’s history become just that? History.Read More
International Best Selling Book Now Becomes a Learning Series!
Many of us have been new managers early in our careers. So if you think back to your first days you can probably still remember some of the challenges you faced.
Did your challenges include …
- How should I behave now that I’m a manager?
- Should I still be friendly with people I used to hang out with?
- How am I going to get my budget numbers approved?
- How do I motivate someone for a new project?
For the last 20 years I’ve watched a crop of young people identified in the late 1980s as ‘high potential leaders’ in IBM Australia develop into top business leaders. One of the crop became a global executive with Microsoft, one is currently the CEO of IBM Australia and one is the CEO of Australia’s largest telco.Read More
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