Comments on: Exeeding Investor Expectations: How To Demonstrate Organizational Effectiveness (Part 1 – Management Effectiveness)

By: Roxanne Allaire

Roxanne Allaire — Mon, 21 Dec 2009 01:53:56 +0000

Excellent comment about taking initiative to listen to employees for insight into a problem. Especially an organization’s sales people; they have a broad perspective into how internal operations are affecting their ability to do their jobs, as well as how an organization’s effectiveness is affecting customer behavior.

Also, what a great reminder to consider management ability in crisis situations. Seems as though this should also be a key measure for investors, and a key measure for hiring top managers.

Thanks Dennis, Martin, and Ophir for your thoughtful comments!

By: Ophir Ben-Yitschak

Ophir Ben-Yitschak — Sat, 19 Dec 2009 05:02:03 +0000

Twenty two years of experience in several levels of management allow me now to say that this article is in the scope of “must read” articles at any type of management school or other MBA. Top to bottom practices and leading by example are the ABC’s of managing anything, yet I also believe that bottom-to-top practices are of equal importance.

Management must be willing to listen and learn from even those employees who are at the very bottom of the pyramid for they have the direct contact with the customers and the suppliers, they have their finger on the pulse of what’s really going on in the company. I have experienced on more than one occasion situations where management was sure they knew the answer to a certain problem but changed their minds completely following a discussion with an employee.

There is a Hebrew saying “A guest for a minute sees all faults”, meaning that someone from the outside usually sees things that are not seen by those who have been in the company for a long while and have gotten used to things the way they are. A CEO from and Israeli company I worked for, used to invite every new employee to a meeting after a week of employment to ask what has been learned and where the faults of the company might be.

And finally, one thing investors usually do not look for is what experience do members of management have in crisis situations. A true leader is measured according to her ability to stay profitable when profits seem like the farthest thing from reality.

By: Martin Jennings

Martin Jennings — Wed, 02 Dec 2009 11:23:01 +0000

Roxx,

I couldn’t agree more. The behavior/attitude that exists from the top down flows like gravity…good or bad. The experienced results are a direct result of the intangible input from the top executives that flows down to the management level and then further down. It affects, as you said, all stakeholders, both internal and external. An imaginary mirror in the offices and cubicles of all involved in the organization is essential for the process to work smoothly.

Well said.

Martin Jennings

By: Dennis Dean

Dennis Dean — Tue, 01 Dec 2009 13:07:05 +0000

Ms. Allaire’s article hits the nail in the first paragraph – top down. Organizations do best when those at the top set good examples -in business practices and behavior – for members of the organization to follow, Profitable behaviors are contagious, and result in a positive attitude, positive results and a positive “story” transmitted outside the organization, to stakeholders, customers, vendors, competitors, et al.

Dennis Dean
Managing Partner
Dean Group Media