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“When I have a new assignment, I ask myself the question, ‘What do I need to do now that I have a new assignment, to be effective?’ Every time it’s something different.” So wrote Peter Drucker, America’s most famous management consultant. His comments  appear in a provocative column on how to succeed in a new assignment. Written many years ago, his observations about management are every bit as fresh and  relevant as when he was Clarke Professor of Social Science and Management at Claremont Graduate University. Why do so few people succeed when promoted or when they take on a new job? “They continue in their new assignment to do what made them successful in the old assignment and what earned them the promotion.” Human Resources IQ

Are you an extraordinary boss?

That might as well be one of those rhetorical questions, since who would answer ‘No?’ Truth is, most of would fall into the average group. We’re pretty good at some things; not so good at others.

But business writer and sales guru Geoffrey James has a different take on what it means to be “average,” and “extraordinary.” In a recent post on Inc., James lists eight “core beliefs” of extraordinary bosses. Drawn from his years interviewing countless CEOs (including, presumably, many who are merely “average”), James paints a stark picture of the difference between average and extraordinary. Read the rest of this entry »