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The "Never Play Favorites" Myth
Many year's ago, while training at a branch of Dean Whitter (now Morgan Stanley), I learned an important management truth. The branch manager at this office was mandated by corporate to spend a minimum of 60 percent of his time working with and supporting the stock brokers who had been given offices (based on their top performance) surrounding the "bull pen," where the vast majority of the brokers had cubicles. Those staff members in the cubicles were allocated 40 percent of the manager's time.

Other dean whitter Related Articles

The "Never Play Favorites" Myth
Many year's ago, while training at a branch of Dean Whitter (now Morgan Stanley), I learned an important management truth. The branch manager at this office was mandated by corporate to spend a minimum of 60 percent of his time working with and supporting the stock brokers who had been given offices (based on their top performance) surrounding the "bull pen," where the vast majority of the brokers had cubicles. Those staff members in the cubicles were allocated 40 percent of the manager's time.
The Train Keeps on Rolling ...
There's the "imminent" threat to American economic pre-eminence from China and India. There was a similar, "on our last legs" threat 25 years ago from Japan. And economist and former MIT biz-school dean Lester Thurow claimed a decade or so ago that Europe would eclipse us in the years (or was it weeks?) to come.
Leadership Success-Coach Constantly and Provide Feedback
Coaching is defined in many ways, terms and contexts. For our purpose, coaching is a stream of communication from the leader to team members for the purpose of maintaining and improving performance. Often times, coaching is viewed as an athletic function and visions of Bobby Knight, Dean Smith, Tom Osborne or Lou Holtz are summoned. The model provided by the athletic version of coaching is not far off from the business model but there are some distinct differences.
10 Commandments of Leadership-Coaching and Providing Feedback
Coaching is defined in many ways, terms and contexts. For our purpose, coaching is a stream of communication from the leader to team members for the purpose of maintaining and improving performance. Often times, coaching is viewed as an athletic function and visions of Bobby Knight, Dean Smith, Tom Osborne or Lou Holtz are summoned. The model provided by the athletic version of coaching is not far off from the business model but there are some distinct differences. One of the comments that has often been expressed about coaching is the lack of time to devote to this activity. This is a classic symptom of a leader being too involved in doing and not involved in leading. When debunked this comment is really more about a lack of comfort in coaching skills than it is about available time.

Dean Kamen - Don't Tell Me It's Impossible
Dean Kamen – Don’t Tell Me It’s Impossible

Dean Graziosi - Real Estate AND Entrepreneurialism
I saw Dean Graziosi's infomercial one fateful Saturday afternoon. At this point, I hadn't pursued my dream of being a successful entrepreneur for years. I had failed in the past and being an employee was the safe way to live. But, being an entrepreneur at heart, I just couldn't let it die. So, I ordered Dean's book. What could $20-$30 hurt?
Managing Resistance
How do I overcome objections? How do I handle “NO”? How do I deal with difficult people? At the beginning of our leadership development workshops, when we ask the participants what they would like to accomplish, these are by far the most popular responses. Many people seem programmed to think if they can overcome, handle or minimize negative points of view, then others will drop their resistance and the goals will be achieved. In other words the belief seems to be “If I prove my point, you will you drop yours.” Dean Rusk, the Secretary of State under President Kennedy exposed the futility of that logic when he said, “To me, the silliest argument in the world is, ‘If you knew what I know, you would agree with me.’”

How to structure your business to protect your intellectual property
It was only after Dean signed one half of the shares over to his General Manager that he realised what he had done. The intention when he sold those shares was to give away half of his Auckland business. However, what Dean had inadvertently done was give away half of his dreams and aspirations for the brand which he had spent five years building up from scratch. A simple step taken before the share sale could have avoided this problem, but Dean was now looking at buying back the shares from someone who didn’t want to sell.

Trust Measurement: How to Measure Smarter
Trust is an attribute, a value and a character trait that is very much on every leader's mind. We are seeing more and more programs which focus on building and maintaining trust. Leaders want to be sure that they are getting value for money and therefore look at measures which can report the ROI. Sometimes, though, this focus on immediate or even medium term ROI misses the deeper meaning behind these kinds of efforts. When you are changing attitudes and behaviours, you are working at a deep level of change. You have to look at different performance metrics which don't focus on quantitative results but can look at the deeper layers of change. Dr. Dean Spitzer is my performance guru and has written a useful guide on Transformational Performance Measurement
Getting things going in a New Business
Starting a business of any size requires hard work and a dedication to details. It’s vital to understand and be in compliance with small business laws. Just because your small business is “small” doesn't mean that the growing stages of your business are any less important. Be prepared for a tough battle, the odds are against you. Dr. Gregory Murphy, dean and director of the MBA program at The College of Business at the University of South Indiana, has been quoted by the Evansville Business Journal that as many as 80% are out of business by the fifth year. SBA economist, Brian Headd, during his report to SCORE, states that a study showed that 48% of small businesses were still operating after four years. SBA further reports that more than 65% of businesses survive two years.

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