We manage the world through a system of mental blocks, which we call knowledge, or common sense. I like to challenge those mental blocks and generate new ideas that are bold but actionable.
I like to think of myself as a "management thinker." It's probably a loud title, but it's the best description of what I do and what makes me tick.
People like to talk about barriers but barriers are excuses. If the door is closed, you can find a key, break the door, open it with a credit card, climb over the ceiling, break the wall, or enter the other room through the window. Everything is possible if you only try.
Stories, Hacks, & Barriers
Groundbreaking ideas and practices from Matt Shlosberg
This story shows how one company made a complete 180 degree turn in management development by letting managers into the wild and letting them do what's natural while developing them through peer-to-pe
Business professors think I am out of my mind, but I think business professors are out of their mind if they think that models they teach in business school really work.
In order to reinvent management, we have to replace the root cause of its current function. One of these root causes is the fact that manager's job is to create wealth for shareholders.
You may think this company is nuts! They have people who make it work but they aren't employees and they don't make salaries. They have presence in five cities but they don't have a single office.
In order to sustain long term growth, organizations need to constantly reinvent themselves. But reinventing requires constant change, which may be hard to implement.
Organizational change usually comes from people at the top. Employees often find it hard to create change in the organization because they aren't heard.
The FreeSpeak system is a simple but powerful method to force the organization to self-improve and become more competitive while eliminating reliance on management.
When we build leaders, our efforts are often ineffective. People listen but don't execute. They forget 80% of what they learn and can't usually execute 50% of what they do remember.