Ze'ev Ronen

wonder of wonders, CEOs who aren’t machine-maintenance people, are sure they "know enough", or "know best", how to maintain the "human machines" in their company. And if not the CEO, then one of the executives will be able to do it, in addition to their regular job.

At first results seem great. Especially when before the authoritative manager there was an indecisive one. Now decisions are made quickly and everybody falls in line. But this kind of management suffocates the company. It suppresses positive initiatives and when the authoritative CEO makes a mistake no one will dare correct them or point out the possible harm.

We're nearing the end of 2019, have you prepared a work-plan (and budget) for 2020? Maybe you have a three-year or five-year plan? If the answer is no – this is the last chance to do so. And maybe you think work plans aren't necessary?

The kibbutz assembly needed to approve participation of a team from the company in a professional conference in Italy. I remember a heated debate. Travelling abroad was rare, and every trip was a cause for envy. In the assembly, a suggestion was raised – instead of one of the executives, "Sarah", a kibbutz member, will go, because she hadn’t been abroad yet.

In this part I mean to focus with more detail on each method, and see the differences between the levels of familiarity with the method and its use, and the success it generated. As you'll see, there are methods which are widely used but fail to generate success, while contrastingly there are methods which are rarely used, but the majority of managers who've used them report success.

I examined 13 well-known and proven management methods from all over the world, which I myself use, and asked the participants to rank them through three questions: familiarity with the method, experience with the method, and how successful it was for them.

Everyone can contribute something to someone else. For an employee, knowing this and feeling they can do something meaningful for someone else, brings great satisfaction. When your employees renovate a youth club in the nearest city, or help kids with homework at the community center – they feel incredibly meaningful.

I drew a big pyramid on the board, with him at the top, below him 8 VPs, and at the bottom 10,000 employees. I asked – how can you guarantee they'll efficiently produce quality products, if they aren’t engaged or invested in company goals?

Dividing the product to its two parts, which traditionally would have been one whole (the frame and the temples), and the possibility to create different and varied pairings, created something different. Unlike the usual product. This was a case of very interesting innovation. It enabled the company, for instance, to offer clients a vast number of choices for a relatively low cost. At the same time, this new method gave clients a feeling of independence and customization. Creating "a personal look".

The subtraction used by Itamar isn’t only of a key or other accessory whose role in opening the door is eliminated. The essence is simple and smart management of the right to open the lock and enter a home, club, center, pool, etc. Instead of the subtracted key, the system utilizes an accessory most of us already have: a smartphone. I believe anyone managing a community center or using one often appreciates Nemlock's use.