Issue 33

What Must Starbucks Do?
April 5, 2007 - By: John Moore
33 In response to Howard Schulz’s memo citing his concern over the direction Starbucks is headed, John Moore, a former long-time marketer at Starbucks, enlists the ‘Starbucks Board of Customers’ (i.e. readers of Moore’s blog and Starbucks customers) to propose which changes the company must make to maintain (reclaim?) its integrity. ...


Growing Great New Managers
April 5, 2007 - By: Erika Andersen
33 We’ve all seen it: a successful employee promoted to manager is given no training and essentially pushed into the deep end and told to swim? According to Andersen, this approach to creating new managers is epidemic. Using an accessible gardening metaphor, Andersen, founder of Proteus International, contends that new managers must have a support system avail ...


Manifesto to Accelerate: 15 Truths
April 5, 2007 - By: Dan Coughlin
33 Executive coach, Dan Coughlin, asserts that great businesses are defined by their ability to accelerate, which he defines as the ability to increase the rate of achieving desired outcomes in a sustainable manner. These 15 applicable truths will enable you to take your company or career from 0 to 60 while optimizing your passion for your work. ...


Few and Far Between: Black Swans and the Impossibility of Prediction
April 5, 2007 - By: Nassim Nicholas Taleb
33 Taleb, author of The Black Swan, contributes this thought-provoking essay on what we know about what we don’t know. A ‘black swan’ is an improbable, dynamic event that, once it occurs, we rationalize to make it seem predictable (e.g. 9/11). Taleb discusses that while these black swans are actually impossi ...


Managers Ignite! Now is the Time to Take Back Your Company, Your Career, Your Life
April 5, 2007 - By: Vince Thompson
33 Managers are under an extreme amount of stress and often their success is dependent upon the work of others. This pressure is driving managers to leave their jobs, or at least keep their options open. Vince Thompson advises: not so fast—there are ways to ignite your power as a manager and take your job ...


Executive Hubris: How to Check Your Ego and Avoid Ruining Your Company and Your Career
April 5, 2007 - By: Mathew Hayward
33 Hayward lays it out plainly: “If you are going to have a successful career and life, you are going to have to learn to check your ego.” Using examples such as Buffett and Welch to show that CEOs don’t have to have huge egos to succeed (and Dean Kamen of Segway as an example of hubris at work), ...



Issue 32

The Upside of Assholes: Is there Virtue in Bad Workplace Behavior?
March 7, 2007 - By: Bob Sutton
32 Bob Sutton employs his signature frankness to discuss whether the bad behavior of workplace bullies and jerks should be tolerated in the name of success. While referencing such famous assholes as Steve Jobs of Apple or Hall of Fame baseball player Ty Cobb, Sutton debates the value of getting results with a strategic temper ...


How Toyota Can Save Your Life…At the Hospital
March 7, 2007 - By: Mark Graban
32 It’s well-known that the safety standards of Toyota vehicles are singularly high due to the company’s commitment to innovation and precision. But the Toyota philosophy can save your life at the hospital as well. There are over 100,000 deaths in hospitals each year as a result of systematic failure. Graban asserts that a lean manufacturin ...


The Silent Revolution: Peter Drucker’s Voice Still Resonates
March 7, 2007 - By: Elizabeth Haas Edersheim
32 A revolution in business has arrived, one built of human assets such as knowledge, information and collaborative exchanges, absent the noisy clamor of factories or the hum of machinery. And who better to shape the role of management during this revolution than the ageless voice of Peter Drucker, whose forward-thin ...


100 Ways to Kill a Concept: Why Most Ideas Get Shot Down
March 7, 2007 - By: Michael Iva
32 So, you’ve got an idea. A big idea. But will your idea take flight? Not if you let your concept be killed by all the usual excuses you hear from your managers, your bosses, your spouses—excuses motivated by fear or possessiveness. In this wide-ranging manifesto, Iva offers you ways to persuade someone to embrace your idea, to no ...




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