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Back to the Cottage is the story of John Sipple's odyssey from the ‘Cottage’ to the corporation, and how he has relied on the values and principles he has learned in the ‘Cottage’ business of his youth.
Back to the Cottage is the story of John Sipple's odyssey from the ‘Cottage’ to the corporation, and how he has relied on the values and principles he has learned in the ‘Cottage’ business of his youth.
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Published in Work and Stress, and reported in Psychology Today a study shows the adverse impact of a bad boss on employee well being. Dan Wooldridge explains four types of bad bosses.
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This is a book that has been in my personal library for twenty years. And though the advice given seems so basic in a universe of over-hyped business books, I am amazed that the same errors are st [...]
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Moreover, there is something unnatural in the high corporate mortality rate; no living species, for instance, endures such a large gap between its maximum life expectancy and its average realization...Why, then, do so many companies die prematurely?...Companies die because their managers focus on the economic activity of producing goods and services, [...]
Arie de Geus
In this chapter of Back To The Cottage, John Sipple gathers his newly formed teams together to redesign and reimplement the foundational principles and organization of the entire Foley plant. Along the way they give Foley employees a stronger sense of ownership of their work, and change the leadership model from a "straw boss" style to a coaching model. They also rework the way skills are developed with the organization.
In this chapter of Back To The Cottage, John Sipple describes how the Foley pulp mill organization demonstrated their resilience after Procter and Gamble's unexpected sale of the mill.
As an entrepreneur, hiring the right people was a concern that occupied my mind often. I've gathered various lessons through each of the three technology companies I’ve been involved with building up.
In this chapter, John tells 5 stories of how the principles dictated by the employees and leadership of the Foley pulp mill began to play out in reality.
Our colleague Jim Hancock takes a look at the meeting room and mobile devices, and asks the question "are they a distraction?, or are they just the latest tools to improve productivity?"
Google, selected by Fortune as the #1 company to work for, exhibits a culture and leadership that seems more like the biblical concept of a household, oikos, rather than a modern company.
Jeffrey Pfeffer and Robert I. Sutton: Hard Facts, Dangerous Half-Truths And Total Nonsense
Profiting From Evidence-Based Management
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Pfeffer and Sutton point out that executives often make decisions based on gut feel, what's worked in the past, recommendations from others, and conventional wisdom.
After his time at the Charmin Paper Products plant in Germany, John Sipple’s leadership team at Proctor & Gamble offered him a less glamorous task: turning around a run-down pulp mill in the Florida swamplands.
Good management is vital, but it's not leadership. Download the free POPCAP worksheet to help you think about the difference between leading and managing and decide what your company needs from both categories.
How do you spend your time on the job?
Lots of transitions going on these days... How you join a new team? Do you project yourself as already having all the answers? Or do you let your new team know that your experience, to be successful, has to combine with their valuable knowledge in a cooperative way? And how do you communicate your perspective on this?
In chapter 4 of Back To The Cottage, John Sipple assesses the loss of the Cottage business with the growth of the Industrial Revolution and the introduction of modern management.
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"Young man," said the controller (who had always been a mentor to me), "you will learn one or two things, and this is a good time in your life to do it. First, if you want to be a leader, you must realize that a manager is not God. A manager does not create people - certainly not in his own image. [...]
Arie De Geus
Employee theft costs businesses 10 times more than street crime. Small businesses are most vulnerable due to the trusting environments they create.
Jim Hancock writes: "Our stories shouldn't show up on the Employee from Hell website any more than they should on the Bad Boss Contest website.
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Over the past two decades, the American business and academic community has produced hundreds, perhaps thousands, of management-type business books prodding and showing Americans how they can work smarter, get better results, and compete with those wily Asians ... By and large they all urge companies and managers to aspire to greatness by listening to their customers, [...]
LeGault, Michael R.
Fast Company and InsideWork share a lot of common ground -- including a mutual concern about "The Boss From Hell."
Noting the toxic relationships in many workplaces Fast Company found research suggesting that workers who think their bosses are unfair may face significantly greater risk of heart disease.
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We are told again and again that spirituality is strictly personal, strictly &ldquou;private”, a matter of one's “lifestyle”. This view cannot co–exist with the belief that our work belongs to our spiritual vocation: we are called to work as collaborators with God for the good of the whole family. Our work, [...]
Helen Alford and Michael Naughton
Bradley J. Moore wonders about the possibility that God the Worker might maybe, conceivably, by any chance, possibly know as much or more than we do about thebusiness.
Andrea Emerson got an interesting (and useful) bit of insight from a seasoned marketer and business strategist: "On a scale of 0 to 10, let's say you were born a 5 in one talent area. You work hard at it, and over time, you climb up to a 7. The problem is that the world only pays for a 10." Sound familiar?
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"When a company holds an individual accountable for a goal, it must provide to him the resources for accomplishment."
W. Edwards Deming
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"The present style of management is the biggest producer of waste, causing huge losses whose magnitudes can not be evaluated, can not be measured."
W. Edwards Deming
Brad Moore confesses: "Sometimes it all just catches up to me, too. The over-commitment, the pressures and demands coming from every side, and I just want a break. I don’t want to keep leading and being nice and thinking the best of everyone and being patient." Sound familiar?
The Board room lights were dimmed, and the Meeting Inventory Spreadsheet was projected up on to the screen, larger than life. It was Bradley J. Moore's executive team meeting about meetings.
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"Select a person, set expectations, motivate the person, and develop the person: these are the four core activities of the "catalyst" role. If a company's managers are unable to play this role well, then no matter how sophisticated its systems or how inspirational its leaders, the company will slowly start to disintegrate."
Marcus Buckingham & Curt Coffman
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