Preparing for our new normal economy
Ask anyone who went through our industry depression in 2008-09 what they would have done differently, and they’d probably tell you they wish they’d made some of the hard decisions much sooner.
The eyes see what the brain believes
How often have you seen a leader hire people who think or act just like they do, or who have the same experiences and values?
The three traits I seek
The trick is to separate the dreamers from the accomplishers.
The art of decruiting
Years ago, the company I worked for had its HR team going around the country conducting a training exercise in which trainees broke into teams to pretend they were a newly-hired CEO of a company in trouble.
‘Trust, but verify’ is sound leadership advice
When you are new to a position or situation, take the time to thoroughly research how things are done and why.
The power of your network
A task from 84 Lumber's Joe Hardy proves there are three degrees of separation.
Hearing from the invisible people
When LBM Journal published my article “Seeing the invisible people” in April, it clearly hit home with some readers.
Paralysis by analysis
Most of us have worked for people who, no matter how much we prepare, either want more time or more information.
Seeing the invisible people
There is a whole group of people who toil under us, with us, and around us whom we often fail to acknowledge or take notice.
The best advice I ever received
If you are lucky your boss will take the time to give you real feedback with the hope it will help you improve your performance or grow as a person.