Teaching Strategic Management

We are happy to announce the publication of Teaching Strategic Management A Hands-on Guide to Teaching Success edited by Professor Sabine Baumann with a chapter authored by Institute members Dianne Tyers and John Bourke.

The book – which is written for strategic management instructors, faculty, and program directors – covers a wide strategic management knowledgebase and includes approaches, practices, and resources to enable learning for people at all stages of their strategic management learning journeys. The chapter written by Dianne Tyers and John Bourke focuses on executives.

Teaching Strategic Management A Hands-on Guide to Teaching Success (ISBN: 978 1 78897 835 4) is published by Edward Elgar Publishing and is available for purchase online here.

Don’t be an Average Manager – a lighthearted poem

 

Image by Gerd Altmann

Don’t be an average manager, sign the Excellence Manifesto.

Sign here…

To be professional and not an amateur,
Don’t be an average manager.
Most of whom don’t make the grade,
Not worth the salaries that they’re paid.
Take simple steps to outperform
This mediocre, frequent norm.

Select people with the care that’s due,
Then motivate them to work with you.
Listen well, think, then decide.
Forge a team, get all on-side.

Let people know what they’re to do
And when it’s done, say “thank you.”
Help them when they need support,
Inform them when they fall short.
Trust those to whom you assign a task
There’s little more that one could ask.

Results will follow this approach
You’ll be a manager beyond reproach.

David Paige elected a Fellow of the Business Excellence Institute

 

David Paige

David Paige FBEI

 

We are delighted to announce that David Paige (USA) has been elected as a Fellow of the Institute.

David is a seasoned legal and insurance professional and founder of Legal Fee Advisors, a firm dedicated to ensuring people only pay fair, ethical legal fees. He has lectured internationally and, since 2016, has worked along other Institute members conducting public sector excellence assessments. During COVID-lockdown, he shared online recordings of his piano recitals for “seniors in lockdown”.

He holds a BA and MA in Special Education (from Syracuse University and Michigan State University respectively) and Juris Doctorate in Law (Syracuse University). He is licensed to practice law in New York.

Krisztina Rozgonyi elected a Fellow of the Business Excellence Institute

 

Krisztina Rozgonyi

Krisztina Rozgonyi FBEI

 

We are delighted to announce that Krisztina Rozgonyi (Austria) has been elected as a Fellow of the Institute.

Krisztina works with a wide range of international organizations including UNESCO, the UN’s ITU, the Council of Europe, the European Commission, and the World Bank as well as with governments, regulators, and companies. She is currently Assistant Professor in the University of Vienna’s Department of Communications.

She holds a Masters in Communication Sciences and a Doctor Juris in Law and State Sciences (both from Eötvös Loránd University in Budapest), an MBA from the Central European University) and PhD in Communication Sciences from the University of Vienna. Krisztina was appointed to the Institute’s Advisory Board in March.

A little good news

We are happy to share a little good news in these difficult times – and we’ve two pieces of good news!

The first is that BEX now has a presence in Germany, with Ingrid Baecker taking the lead in representing us in Munich with support from Thomas Paulu, a member of the Institute’s Advisory Board who is based in Munich.

Ingrid Baecker

Ingrid Baecker

Second is that we’re delighted to welcome Krisztina Rozgonyi to our Advisory Board. Krisztina is an international media, telecommunications, and IP policy expert. She is Assistant Professor of Communications in the University of Vienna.

Krisztina Rozgonyi

Krisztina Rozgonyi

An ABC for Challenging Times

Here is a quick “ABC” on how to cope with a crisis:

A Acknowledge the challenges faced
B Be calm and transparent – don’t try to shield people from reality, it almost always creates problems
C Communicate and create a safe space for others to voice concerns and questions
D Don’t damage your credibility by promising things you cannot deliver
E Eat and sleep enough – look after yourself so you can look after others
F Focus on what you can control and take actions accordingly

When Life Gives You Lemons…

It’s a cliché, and I personally prefer the version I saw outside a café once which read “When life gives you lemons, give them back and say you wanted coffee”. Either way, at the moment, we have all been given a lot of lemons. So, is it possible for us to make lemonade?

Business owners the world over must adapt, and adapt quickly, to this new landscape, which will hopefully be relatively temporary. Schools are closed in many countries with students taking classes from home by video-conference and in many businesses, people who have worked closely together as a team are also working from home with meetings being conducted online. They are the lucky ones. Others have been laid off or need to risk manning the checkouts in grocery stores and supermarkets. Big questions have no immediate answer; How long will this last? Will governments implement suitable support packages for businesses? Will banks defer loan repayments? And so on.

Organisations around the world find themselves having to manage in the face of uncertainty. It might seem scary but managers always face uncertainty. We are now more aware of it and it can seem daunting but the same leadership organisations rely on every day can help them through the days ahead.

I know of one group of people who went to school together in the 80’s who have agreed to offer the services of their businesses to each other at significant discounts to help each other out if needed. I also know of a business that rents a premises in Dublin, Ireland, which was consumer facing and so saw its business dry up. They spoke to the landlord on March 18 about it, and they agreed, without hesitation, to reduce their rent significantly for the next few months. In doing so, the landlord demonstrated that he values the tenant and he has also helped ensure the business remains viable, so he has a tenant in future months. In this win-win situation, both the landlord and the tenant are making lemonade.

Elsewhere, we work with one business that has decided to offer to pay all its people full pay for two weeks if they need to self-isolate and, if the company is forced to close its factory, is prepared to keep everyone on half pay.

These are small examples of organisations taking care of their stakeholders, a core tenet of The Business Excellence Institute’s approach to running an organisation. So, what else can be done to make lemonade? If your organisation finds itself with less work than normal, why not work on some of those things that you have thought about doing for years, but couldn’t find the time? The important but not urgent stuff like strategy, team building, process improvement, leadership development or the professional development of your people with, for example, lean six sigma or communications skills training. These are just some examples of areas that will help improve your organisation and help it become more robust so that it can not only survive, but thrive, in difficult times.