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Do you empower others?

Berkonomics

If you’re secure in your position, you should never fear empowering direct reports to make decisions that fall within the resources allocated to them and within the budget agreed to with them. Email readers, continue here…] The more power you cede, the more you become a teacher and the more your direct reports grow in their positions.

Report 156
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How much is that one additional unit worth?

Berkonomics

Most college econ courses teach marginal economics. Every dollar of gross profit falls to the bottom line, increasing net profit faster with each transaction. Email readers, continue here…] In an Internet-based business, power comes not just from high gross margins, but also from an increase in the percent of conversions.

.Net 156
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Do people follow when you (think you) lead?

Berkonomics

And a few tips for you if you fall a bit short. If the group cannot agree upon a course of action, the leader must act, even if the action taken is to defer the decision until more information or a consensus is reached. Let’s get personal. Do you think you’re much better than a marginal leader? Why do people follow their leader?

Tips 120
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Why Great Executives Avoid Shiny Objects

Both Sides of the Table

As executives we’re all seemingly accessible at any moment to anybody via email, Twitter, Facebook, LinkedIn or Text. Many leaders fall into the trap of doing too many things but not accomplishing enough. It’s why sometimes I respond to emails in 5 minutes at other times I go dark for a week at a time.

Activity 297
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Why Most of Your Assumptions About Phone Calls are Wrong

Both Sides of the Table

If you follow the tech media you would be subject to a lot of narrative biases that are completely off base – and this includes the value of email and phone calls. I’m sure you’ve heard the meme that “email is dead” – if fact if you Google it you’ll find a long list of articles that will mislead you.

Email 339
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Recognize your five critical business risks.

Berkonomics

Of course, there are external risks that cannot be controlled or predicted but can be planned for as well – natural disasters, sudden political or economic events that rattle the entire economy, and more. This falls squarely on management to perform, to take the company to and beyond profitability. Third is finance risk.

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A tale of two CEO’s and the management of pain.

Berkonomics

Email readers, continue here…] Our CEO then returned to the restaurant and met with the chef to have him list all the ingredients from the meal the executive was eating. Of course,” I said, ignoring the pain and dragging my foot the entire way through the tour. What pain!

Sales 156