Talks

Tricky Situations. As a capstone to the course, we will tackle a diverse bundle of tricky management situations that are drawn from real life. The tricky situations will deal with managing people, setting goals, measuring performance, designing organizations, and communication. We will have fun applying the ideas we’ve discussed

Executive Communication. Your ability to manage depends on your ability to communicate. Whether writing, storytelling, or speaking, great general managers communicate the right content in a way that influences the thoughts and actions of others. Great communication skills amplify your talents and poor communication skills stunt your growth. It’s

Organization Design. Whether you are a traditionalist or a progressive, creating an organization requires dividing responsibility and work among group members. In this session, let’s focus on how to divide work and create an organization design where your team can succeed and maximize output. Slides from today Assignment Course

Engineers and Artists. Values, ambitions, thoughts, and beliefs vary significantly among people you work with. Understanding how their brains work helps you and your team get more done. To explore this further, we will look inside the heads and hearts of the Artist and the Engineer. We will talk about

Setting Objectives and Measuring Performance. Whether you are a CEO or a “micro-CEO” — to borrow Grove’s phrasing — setting goals for yourself and your team will play a large role in your success as a manager. If you do this part of the job well, you will leave a meaningful,

Defining Management Using historical documents and some first-hand accounts from managers, we will try to agree on a definition of “management.” In this session, we will also discuss some wildly different management situations – a textile mill, a railroad, a semiconductor maker among them – to see what we can learn from