Management and Leadership - All Posts - Ze'ev Ronen - Business Excellence

You know that saying that a lot of CEO's repeat, "My door is always open to my employees" ? When I was a CEO, I, too, thought my door was always open to my employees, but was that really true? Not necessarily.

Many companies I have encountered search for ways to save "in the spotlight", meaning areas where it is easy to see and to attribute to a particular focal point in pricing – for example, purchasing, defective product, work costs or logistics. And an action whose objective is to strengthen employee bonds falls under Welfare and is usually considered a luxury, ending up being the first thing to cut.

When the dilemma is personal, I recommend making your own decision in all cases. Remember that everyone, including those close to you, has personal agendas and interests in your decision. However objective the person you choose to advise you may be, they will be influenced by their own attitudes and perceptions of the matter. When the decision is an organizational one, the situation is different, and I'll expand on this later.

This month will see the publication of my first book will: Manage! Best Value Practices for Effective Management. To celebrate it, I would like to dedicate this weekly article to the role of the ideal manager. 

This is the first chapter from my new book: Manage! Best Value Practices for Effective Management. The purpose of this book is to provide a fresh look on how you can improve business results by making your company matter to your employees.

Brainstorming is one of the basic tools in the development of ideas, problem-solving, creative thinking or any other group endeavor. When we develop Fishbone with the objective of arriving at the root cause of a specific problem, brainstorming is the basic tool we should use.

Many CEO's have attained their management positions without any training or preparation. Almost all the direct managers of employees that I have met (work managers, department managers, line managers, etc.) were promoted to their positions because they were good employees.