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Lesson #3: It Takes Guts to Get to Where You Want to Go
“We were just opportunistic,” said Hewlett. “We did anything to bring in a nickel. We made a bowling alley foul-line indicator, a clock drive for a telescope, a thing to make a urinal flush automatically, and a shock machine to make people lose weight.”

Fire Steve Ballmer. Or hire SuperNanny. Or Both.
Is no news good news? Most people expected something on the MSFT/YHOO front over the weekend, and such folks are generally reading the absence of information as bad news.

Other division managers Related Articles

When PR Becomes a Major Asset
With some managers, a change in how they view public relations can begin with a nagging feeling that they ought to be doing something meaningful about the behaviors of those important outside audiences that MOST affect the department, group, division or subsidiary unit they manage.
Why PR Can be Effective Medicine
Public relations is easy-to-swallow "medicine" when it leads managers to persuade those key outside folks to their way of thinking, then move them to take actions that allow the manager's department, group, division or subsidiary to succeed.
Managers Who Tap Into PRs Value
Managers, now you can employ an action plan that helps you persuade those important outsiders to view things the way you do, and that leads them to behaviors that result in the success of your department, group, division or subsidiary.
Managers Start your PR
Managers: are you getting the public relations results you're paying for -- the really important external audsience behaviors you need to achieve your department, division or subsidiary objectives?
A Sensible Way to Use PR
When you think about it, it's a VERY sensible approach to PR that leads managers to persuade their key outside folks to their way of thinking, then move them to take actions that allow that manager's department, group, division or subsidiary to succeed.

Tearing Down Walls: How Walton Rose To The Top
Sam Walton passed away in 1992 but his legacy lives on. It is estimated that if the Wal-Mart chain was its own economy, it would rank 30th in the world, behind Saudi Arabia. The company’s revenues continue to grow at roughly 10% a year, likely surpassing half a trillion dollars in sales within the next decade. The international division of Wal-Mart is also its fastest-growing division, which indicates that the company is continuing to increase its presence around the world. If Sam Walton were alive today, he would be the richest person in the world, with twice the fortune of Bill Gates. How did a farm boy from Oklahoma accomplish all of this?
So what is the Definition of a Manager?
A classic definition of what managers are about is that ‘Leaders do the right thing and managers do things right’. A more standard definition is that managers would work towards the organisation’s goals using the resources at their disposal. It of course also depends on the size of the organisation. Larger companies might require managers to oversee the efforts and achievements of a further level of managers. A General Manager might have several other managers reporting to him or even several levels of management reporting to each other.
Dealing with Abrasive Personalities: Is it them or you or both?
When coaching abrasive managers and executives I have discovered that in some cases they are only abrasive in the context of an overly passive culture. Before labelling a problem employee or manager, examine the context of the department, division or company.
21st Century / AIG Insurance Company - Car Insurance Coverage
AIG is is an international corporation with more than $14 billion in assets. It offers car insurance coverage through its operations of personal lines including the massive marketing division AIG Direct, the Agency Auto Division and through the well known 21st Century Group Insurance company. AIG (American Insurance Group) owns 61% of 21st Century Insurance.

Leaders Go First
The CLEMMER Group did an extensive assessment with a divisional manager to diagnose the strengths and weaknesses within his division and implement a major change and improvement process. Our assessment report showed that the problems in the division's customer service, quality, and productivity could be traced to one cause - the management team was dysfunctional. They were technicians and managers, not leaders. Their individual and collective leadership was weak. After reviewing the report with the division manager, we planned an off-site retreat with the management team to review the report and establish action plans.

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