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	<title>My CEO Life &#187; Culture</title>
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	<link>http://myceolife.com</link>
	<description>Real Business, Real Problems, Real Solutions</description>
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		<title>Walking the Talk &#8211; Management Must Lead by Example</title>
		<link>http://myceolife.com/2010/04/walking-the-talk-management-must-lead-by-example/</link>
		<comments>http://myceolife.com/2010/04/walking-the-talk-management-must-lead-by-example/#comments</comments>
		<pubDate>Sun, 04 Apr 2010 22:28:06 +0000</pubDate>
		<dc:creator></dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Lead by Example]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[McKinsey]]></category>
		<category><![CDATA[McKinsey & Co]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=488</guid>
		<description><![CDATA[In today's economic environment businesses are making tough decisions.  They are laying off people at a great rate, cutting back on non-essential costs, and pushing through price increases on their customers, all in an effort to improve the overall performance of a business.  Banks are a great example of this, they are looking for any way to increase their revenues through new fees and charges while quietly (and sometimes not so quietly) laying off people. These businesses, especially the public ones, have no choice.  Their share prices reflect the belief by shareholders in higher and higher returns from these companies.

However, while these changes in an organisation can be difficult for the employees (no one likes to see collegues lose their jobs), senior management often dont cut back on their pay packets or their perks, thereby creating an us and them culture in a business.  If senior management don't walk the talk, the run the risk of undermining the culture of a business.


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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Firing People the Right Way</title>
		<link>http://myceolife.com/2010/03/firing-people-the-right-way/</link>
		<comments>http://myceolife.com/2010/03/firing-people-the-right-way/#comments</comments>
		<pubDate>Fri, 26 Mar 2010 09:20:13 +0000</pubDate>
		<dc:creator></dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[People]]></category>
		<category><![CDATA[Firing people]]></category>
		<category><![CDATA[letting people go]]></category>
		<category><![CDATA[Redundancy]]></category>
		<category><![CDATA[Retrenchment]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=482</guid>
		<description><![CDATA[The cold hard reality of life for all businesses is that, from time to time, people need to be let go.

Recently i chatted with one person that was made redundant.  Her description of the process was "I was notified I was being made redundant, and immediately frog-marched out of the building. I wasn't even given the opportunity to collect my wedding photos off my desk. It was all rather disrespectful."

The above is an example of a company that is not approaching the letting go of people in the right manner.  How should companies handle this most difficult of times?


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		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Giving and Taking Feedback is So Important</title>
		<link>http://myceolife.com/2009/05/giving-and-taking-feedback-is-so-important/</link>
		<comments>http://myceolife.com/2009/05/giving-and-taking-feedback-is-so-important/#comments</comments>
		<pubDate>Mon, 25 May 2009 14:36:01 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Education & Training]]></category>
		<category><![CDATA[Feedback]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=452</guid>
		<description><![CDATA[I recently wrote an article on one of the other blogs that i run in which i gave my view on a market and how the players are performing in that market.  Now the article was meant as a wake up call for one of those players who i thought had become a little lazy however they took it as a slight against them.

This got me thinking about how you should give feedback and what could happen if you happen to take it as it is meant.


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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>As Always, Communication is Critical</title>
		<link>http://myceolife.com/2009/04/as-always-communication-is-critical/</link>
		<comments>http://myceolife.com/2009/04/as-always-communication-is-critical/#comments</comments>
		<pubDate>Wed, 29 Apr 2009 08:27:13 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Communication]]></category>

		<guid isPermaLink="false">http://myceolife.com/2009/04/as-always-communication-is-critical/</guid>
		<description><![CDATA[A topic that is often talked about in management magazines and books is communication.  It seems that an enormous amount is written on the topic yet management time and time again get it wrong.  I was chatting with a friend today about his work place and he commented that "people are anxious and communications are not flowing".

This got me thinking - what are the do's and dont's of great communication from management to the employees.



Related posts:<ol><li><a href='http://myceolife.com/2010/04/good-customer-communication-from-the-top/' rel='bookmark' title='Permanent Link: Good Customer Communication &#8211; From the Top'>Good Customer Communication &#8211; From the Top</a> <small>Today i received an email from the CEO of Qantas...</small></li>
</ol>

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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>If Someone Resigns &#8211; Accept It!</title>
		<link>http://myceolife.com/2009/04/if-some-one-resigns-accept-it/</link>
		<comments>http://myceolife.com/2009/04/if-some-one-resigns-accept-it/#comments</comments>
		<pubDate>Tue, 28 Apr 2009 22:37:30 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[People]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=417</guid>
		<description><![CDATA[Have you ever had the situation where someone who reports to you resigns and you try to talk them out of it?  I certainly have and i have also tried to talk them out of it ... often successfully.  However, is this the right strategy or should you just accept the resignation and move on?



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		<slash:comments>8</slash:comments>
		</item>
		<item>
		<title>How Not to Tell Some One They Dont Have a Job</title>
		<link>http://myceolife.com/2009/03/how-not-to-tell-some-one-they-dont-have-a-job/</link>
		<comments>http://myceolife.com/2009/03/how-not-to-tell-some-one-they-dont-have-a-job/#comments</comments>
		<pubDate>Mon, 30 Mar 2009 20:56:40 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Decision Making]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Communication]]></category>
		<category><![CDATA[Retrenchment]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=399</guid>
		<description><![CDATA[I recently heard about a manager who called all his staff in for a meeting about the future of his part of the business.  As he went through the presentation, he talked about a new, more efficient structure.  The problem was, the new structure left off a bunch of existing people.  These existing people immediately asked "where am i".  To their surprise, they  were told that their roles where no longer needed and the manager wasnt sure if they would have a job after 30 June.  Now this doesnt appear to  be the smartest approach to the problem of how to tell someone they dont have a job any more.  What is the impact of this approach and how could that manager have handled it better?


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		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Ryanair Takes on a Blogger and Loses</title>
		<link>http://myceolife.com/2009/03/ryanair-takes-on-a-blogger-and-loses/</link>
		<comments>http://myceolife.com/2009/03/ryanair-takes-on-a-blogger-and-loses/#comments</comments>
		<pubDate>Sat, 21 Mar 2009 14:24:23 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Customers]]></category>
		<category><![CDATA[Public Relations]]></category>
		<category><![CDATA[Blogs]]></category>
		<category><![CDATA[PR]]></category>
		<category><![CDATA[Ryanair]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=396</guid>
		<description><![CDATA[I have just stumbled upon an interesting blog posting from Dublin, Ireland.   In the posting by Jason Roe, he claims that he found a bug in the Ryan Air site that displayed a zero price for an airfare after the user completed a couple of less than obvious actions.  While bugs on websites are nothing new, it was the response by people within Ryan Air (including someone within the PR team) that makes his a fascinating case study on how not to deal with blogger.


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		</item>
		<item>
		<title>When Times are Tough &#8211; Staff Need Transparency</title>
		<link>http://myceolife.com/2009/03/when-times-are-tough-staff-need-transparency/</link>
		<comments>http://myceolife.com/2009/03/when-times-are-tough-staff-need-transparency/#comments</comments>
		<pubDate>Sat, 14 Mar 2009 22:10:57 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Transparency]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=374</guid>
		<description><![CDATA[Businesses around the world are going through tough times as the world's economy continues to struggle.  In these tough times, business have to make tough decisions - often letting go of key people.  In making these decisions, it is important that the people in the business understand why the decision is being made, in particular what events have led to that decision.  However, this openness and transparency is often very difficult for management.  Therefore, the result is that businesses become plagued by fear and rumour, thus leading to a slowdown in efficiency and effectiveness and therefore more layoff.  How can management break this spiral?


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		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Bring Your Own Computer to Work</title>
		<link>http://myceolife.com/2009/01/bring-your-own-computer-to-work/</link>
		<comments>http://myceolife.com/2009/01/bring-your-own-computer-to-work/#comments</comments>
		<pubDate>Sat, 31 Jan 2009 14:05:13 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Technology]]></category>

		<guid isPermaLink="false">http://myceolife.com/?p=386</guid>
		<description><![CDATA[An article recently published by Alaine Fontaine looks at whether employees should be able to bring their own computers to work.  It is a good discussion on the issues involved and argues that companies could successfully make it happen.


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		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>Lessons Learned From Starting a New Business &#8211; Part 2</title>
		<link>http://myceolife.com/2008/12/lessons-learned-from-starting-a-new-business-part-2/</link>
		<comments>http://myceolife.com/2008/12/lessons-learned-from-starting-a-new-business-part-2/#comments</comments>
		<pubDate>Wed, 31 Dec 2008 21:05:30 +0000</pubDate>
		<dc:creator>Simon</dc:creator>
				<category><![CDATA[Classified Ad Ventures]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Start Ups]]></category>
		<category><![CDATA[Start up]]></category>

		<guid isPermaLink="false">http://myceolife.com/2008/12/lessons-learned-from-starting-a-new-business-part-2/</guid>
		<description><![CDATA[In the first part of this series i looked at some of the more hard core challenges i am facing in building a new business. In this entry i want to explore some other softer lessons being learned as we launch our new business. These lessons cover selection of people, the culture we want to create, our approach to working and most importantly having fun.


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		<slash:comments>2</slash:comments>
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