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ChangeThis Newsletter No. 33
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What Must Starbucks Do?
By John Moore with the Starbucks Board of Customers
In response to Howard Schulz’s memo citing concern over the
direction Starbucks is headed, John Moore, a former marketing
guru 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.
http://changethis.com/33.01.WhatStarbucks
http://changethis.com/pdf/33.01.WhatStarbucks.pdf
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Growing Great New Managers
By Erika Andersen
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 Anderson, this approach to
creating new managers is epidemic. Using an accessible gardening
metaphor, Anderson, founder of Proteus International, contends
that new managers must have a support system available to train
them, while on the job, to become successful managers.
http://changethis.com/33.02.GrowingGreat
http://changethis.com/pdf/33.02.GrowingGreat.pdf
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Manifesto to Accelerate: 15 Truths
By Dan Coughlin
Executive coach, Dan Coughlin, asserts that great businesses are
defined by their ability to accelerate, which he defines as the
capacity 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.
http://changethis.com/33.03.ManifestoAccelerate
http://changethis.com/pdf/33.03.ManifestoAccelerate.pdf
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Few and Far Between:
By Nassim Nicholas Taleb
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
impossible to predict, we must relearn how to learn from
the impact.
http://changethis.com/33.04.FewFar
http://changethis.com/pdf/33.04.FewFar.pdf
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Managers Ignite! Take Back Your Jobs, So You Can Live
Your Lives
By Vince Thompson
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 back.
http://changethis.com/33.05.ManagersTake
http://changethis.com/pdf/33.05.ManagersTake.pdf
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Executive Hubris: How to Check Your Ego and Avoid Ruining Your
Company and Your Career
By Mathew Hayward
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), Hayward offers ways to keep an eye
on your ego while pushing the limits of success.
http://changethis.com/33.06.ExecutiveHubris
http://changethis.com/pdf/33.06.ExecutiveHubris.pdf
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