Comments on: The idea monopoly? http://delarue.net/blog/2008/06/the-idea-monopoly/ …acting on knowledge, communication and learning Wed, 19 Nov 2008 13:12:33 +0000 http://wordpress.org/?v=2.0.5 by: AcKnowledge Consulting » Blog Archive » Testosterone http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-19633 Mon, 03 Nov 2008 04:03:28 +0000 http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-19633 [...] As a counterpoint to the earlier post on my opinion of how to do Change Management, this is an unedited extract of an article about Telstra that appeared in the Sydney Morning Herald on 30 May last year.  Mr Winn earlier updated business leaders on Telstra’s five-year transformation program…  As well, Mr Winn, who began his career as a linesman in the US, delivered a testosterone-charged description of the new management style at the telco. [...] […] As a counterpoint to the earlier post on my opinion of how to do Change Management, this is an unedited extract of an article about Telstra that appeared in the Sydney Morning Herald on 30 May last year.  Mr Winn earlier updated business leaders on Telstra’s five-year transformation program…  As well, Mr Winn, who began his career as a linesman in the US, delivered a testosterone-charged description of the new management style at the telco. […]

]]> by: Power-sharing the key to organisational change - Corporate Engagement http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-19143 Sun, 12 Oct 2008 23:01:16 +0000 http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-19143 [...] Keith De La Rue: This is where John Smythe’s work has focused.  Working with McKinsey, he researched 59 organisations globally, looking for the “single, most influential cause of more engaged employees.”  He concluded that this was “the appetite and ability of leaders at every level to engage their subordinates in everyday decision making and bigger-ticket change.” [...] […] Keith De La Rue: This is where John Smythe’s work has focused.  Working with McKinsey, he researched 59 organisations globally, looking for the “single, most influential cause of more engaged employees.”  He concluded that this was “the appetite and ability of leaders at every level to engage their subordinates in everyday decision making and bigger-ticket change.” […]

]]> by: Keith http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-17038 Mon, 18 Aug 2008 03:31:08 +0000 http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-17038 ... and now Lance has explained to me that I completely missed the point of his comment - which was that I misspelt "managers" as "mangers" in the original post. A distinction that I missed noticing a second time in his comment... Oh, well. Nothing so annoying as a joke that is completely misunderstood. Now I am going to correct the spelling in the original post. Which will make Lance's comment completely obscure for all readers. So if you read Lance's comment, it will not make any sense to you whatsoever until you read this comment. Now I think that I will go and have a little lie down. … and now Lance has explained to me that I completely missed the point of his comment - which was that I misspelt “managers” as “mangers” in the original post. A distinction that I missed noticing a second time in his comment… Oh, well. Nothing so annoying as a joke that is completely misunderstood.

Now I am going to correct the spelling in the original post. Which will make Lance’s comment completely obscure for all readers. So if you read Lance’s comment, it will not make any sense to you whatsoever until you read this comment.

Now I think that I will go and have a little lie down.

]]> by: Keith http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-15338 Thu, 26 Jun 2008 12:24:34 +0000 http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-15338 Lance - Good question - I didn't go into detail on that! There are two main elements to this. One is for managers to be open to the necessary culture change, and to lead by example. The second is for managers to take on an active role of coach and facilitator for their teams. Managers are still accountable for results - what has to change is the way that managers lead their people to achieve the results. Lance -

Good question - I didn’t go into detail on that!
There are two main elements to this. One is for managers to be open to the necessary culture change, and to lead by example. The second is for managers to take on an active role of coach and facilitator for their teams. Managers are still accountable for results - what has to change is the way that managers lead their people to achieve the results.

]]> by: Lance http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-15328 Thu, 26 Jun 2008 09:10:47 +0000 http://delarue.net/blog/2008/06/the-idea-monopoly/#comment-15328 Interesting post...although I'm not sure I understand what mangers effectively sharing their power looks like. I thought mangers were merely feeding troughs...I'd doubt they'd have much power to share. But then again, you're the expert :p Made me laugh anyway! Lance Interesting post…although I’m not sure I understand what mangers effectively sharing their power looks like. I thought mangers were merely feeding troughs…I’d doubt they’d have much power to share. But then again, you’re the expert :p

Made me laugh anyway!

Lance

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