BILL REDDIN ON MANAGING


W.J. Reddin was one of the world’s top experts on behavioral change and managerial effectiveness. The Financial Post Magazine called him “the consultant other consultants call in.” His “3-D Theory of Managerial Effectiveness” has been described as “the most powerful situational analysis of management of its time.”

I had the very good fortune of working for Bill Reddin at the beginning of my career. We kept in touch over the years and he sent me a copy of his Smart Manager’s Book of Lists to be used as “filler” in a publication I was working on. Excerpts from his book made great filler and great reading and are included here for your continued reading pleasure. — Lawrence Creaghan


Bill Reddin on...

CHIEF EXECUTIVE OFFICERS GROUPTHINK WHEN THE NEW GROUP FIRST MEETS ROLES PEOPLE OFTEN TAKE IN GROUPS BUILDING A MORE EFFECTIVE GROUP EFFECTIVE MANAGEMENT TEAMWORK INEFFECTIVE MANAGEMENT TEAMWORK PETER F. DRUCKER ON MANAGERS PETER F. DRUCKER ON COMPANIES JOB PERFORMANCE: WHAT THE DESCRIPTIONS REALLY MEAN


CHIEF EXECUTIVE OFFICERS

From The Smart Manager’s Book of Lists by Bill Reddin

GROUPTHINK

“Groupthink” is what led the lemmings astray. If any of these symptoms start showing up, it’s a good sign that the group is losing its grip:

From The Smart Manager’s Book of Lists by Bill Reddin

WHEN THE NEW GROUP FIRST MEETS

Sometimes groups are formed to complete a specific project in a particular time. These groups are sometimes called project teams or task forces. In matrix-type organizations these groups are the norm. To get these groups off to a good start, here are some questions to be resolved and tasks to be completed at the first meeting.

From The Smart Manager’s Book of Lists by Bill Reddin

ROLES PEOPLE OFTEN TAKE IN GROUPS

The following is a list of discussion roles that you may find members of your committee or your discussion group taking from time to time. Do members usually take the same role or vary their roles? What effect does each of these roles have on the other members and on the quality of the discussion? What role do you prefer? Do you use it too much? Too little?

From The Smart Manager’s Book of Lists by Bill Reddin

BUILDING A MORE EFFECTIVE GROUP

An ex-football player of about 26 was invited to make a list of requisites for an effective group.  Although he had never done anything like it before, he came up with this list in about ten minutes. Obviously, he was drawing on his experience in football. Management analogies, added by the author, are indicated in parentheses.

From The Smart Manager’s Book of Lists by Bill Reddin

EFFECTIVE MANAGEMENT TEAMWORK

Eight clear types of management teamwork have been identified. Four are more effective, and four are less effective. The four more effective types are described below to help you recognize what kind of teamwork you have now and to give you some guidelines on how you might change it.

From The Smart Manager’s Book of Lists by Bill Reddin. 

INEFFECTIVE MANAGEMENT TEAMWORK

Eight clear types of management teamwork have been identified. Four are more effective, and four are less effective. The four less effective types are described below to help you recognize what kind of teamwork you have now and to give you some guidelines on how you might change it.

From The Smart Manager’s Book of Lists by Bill Reddin. 

PETER F. DRUCKER ON MANAGERS

From The Smart Manager’s Book of Lists by Bill Reddin

PETER F. DRUCKER ON COMPANIES

From The Smart Manager’s Book of Lists by Bill Reddin

JOB PERFORMANCE: WHAT THE DESCRIPTIONS REALLY MEAN

The military uses fitness reports in the evaluation of personnel performance. The following comes from the US Navy but applies to general use.

From The Smart Manager’s Book of Lists by Bill Reddin


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