The Effective Manager Value Chain: Fixing Deliverables - Part 2

Manager Tools

Mike Auzenne

Management, Leadership, Strategy, Feedback, How-to, Skills, Advice, Development, Careers, Coaching, Business

4.6 • 1.4K Ratings

🗓️ 14 February 2016

⏱️ 27 minutes

🔗️ Recording | iTunes | RSS

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Summary

Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Transcript

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0:00.0	Welcome to Manager Tools.
0:02.0	The Effective Manager Value Chain, Fixing Deliberables, Part 2.
0:07.0	Here we go.
0:08.0	Today's cast answers these questions.
0:11.0	How can I help directs keep on track on projects? How can I make sure work gets done on time? How can I make work and tasks reportable? If you want to answer these questions, keep listening.
0:28.8	The Effective Manager Value Chain, fixing deliverables, we've talked generally what it's all about. Now let's talk about what is always the first stumbling block,
0:32.8	which is taking these great ideas that people have
0:35.8	in turning them into actions,
0:37.6	like actually figuring out how to turn this idea into reality.
0:42.4	Yeah, we should have talked about this 10 years ago because I've seen it so many times and I would wish everyone to have a couple of months of their life where they're a consultant and they watch other people do things.
0:54.8	When you're in the moment and you've got all your own stuff in your head and you're thinking about
0:58.6	your job and your boss and your directs and all the other stuff and you're in a meeting discussing what's going to happen next.
1:05.0	It's easy to miss this, but when you're an outsider watching, you're like,
1:10.6	wait, I can tell.
1:12.4	Nothing is going to happen here.
1:14.0	They're not going to do anything.
1:16.0	People get on themselves because you explain stuff and you're like,
1:19.0	oh man, it's so obvious.
1:20.0	You have the privilege right to be that third party to look as an
1:23.8	uninterested observer and see what's happening right the meta process yeah and it
1:28.3	makes me seem smart sometimes but I'm not that smart. Anyone would draw many, if not most, or all of the same conclusions
1:36.6	I do had the opportunity to help organizations,
	...

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