Recent Articles From EvanCarmichael.com http://www.evancarmichael.com/ http://www.evancarmichael.com/Leadership/3789/Reduction-to-the-Achievable.html http://www.evancarmichael.com/Leadership/3789/Reduction-to-the-Achievable.html There is the classic sales technique called “reduction to the ridiculous”, whereby the cost of the item being offered for sale (or the premium above a competitor’s offering) is framed in terms of the cost of a daily cup of coffee. If we take the concept (a big thing made up of tiny pieces) and apply it to goal setting and target achievement, then it becomes a useful tool when undertaking an ambitious objective - "Reduction to the Achievable" http://www.evancarmichael.com/Leadership/3789/Nuturing-Employee-Engagement-in-Flat-Organizations.html http://www.evancarmichael.com/Leadership/3789/Nuturing-Employee-Engagement-in-Flat-Organizations.html Established organizations continue to flatten the organizational pyramid through eliminating managerial layers and upping the subordinate/superior ratio from the classic 6:1 to 12:1 and higher. Newer companies stay flat from the get-go. One consequence is that a traditional workplace acknowledgement - the promotion - is becoming rarer as opportunities for internal upward mobility are reduced. http://www.evancarmichael.com/Leadership/3789/How-Middle-Managers-are-Key-to-Company-Success.html http://www.evancarmichael.com/Leadership/3789/How-Middle-Managers-are-Key-to-Company-Success.html In hierarchal organizations, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy's goals. The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss. In fact, how the middle manager responds on a moment-by-moment basis is more impactful to a strategy's success (and an organization's cohesion) than the communication of the plan in the first place.