Yes! there is room for improvement!

be a catalyst of change

Author: Britt Maher


Ever notice how it is typically the people that have never truly managed, that seem to desire and strive to become a manager?

I guess it is due to their viewpoint that a manager has all this power, and they are yearning for that power.

(And yes, managers do make more money too, but that is not the focus here)

This makes me think about one of the Spiderman movies, in which uncle Ben tells Peter that “with great power comes great responsibility.” Which, said another way, is that with great responsibility comes great power.

Most people who want to become management do not see the responsibility part.

Most true managers see the responsibility portion first and foremost. They understand that burden, and balance they are charged with keeping.

Which encourages me to ask:

How do we make relevant the concept and understandings and burdens of what it means to be a manager?

I have seen a number of people fail at managing others, and in turn damage their career or standings with a company, because they don’t fully grasp the entirety of what it means to be a manager.

Is it the company that failed them?

Is it the HR/hiring-manager that didn’t screen the candidate well enough and made a bad choice?

Is it due to just shoving people into positions to fill the void, hoping it works out?

Or have we as a society become so ignorant of what it means to be a manager that we don’t understand the true concept?

We have a million books out there on the topic- maybe we have dumbed it down or caused so much noise on the topic?

I had heard it said often that managing people is the worst profession to do. Is that because we make it so?

Going to let this one simmer.

What Did You Say?!

Someone once told me:

You can have the greatest idea, or a revelation that is revolutionary, but if you can’t communicate it to someone else clearly so they are able to comprehend it, you might as well not have had that idea or revelation.


When a disruption or issue comes up in a company, most of the time it is due to poor or improper communication.

That improper communication could be a “lack-of”, “too-much-that-the-message-is-lost”, “unclear”, or other forms of static.

People tend to communicate to others how they prefer to be communicate to themselves, or the level at which they are comfortable communicating, which can be a problem.


We should strive to communicate at a level that a majority of people can grasp and understand what is being communicated, not just a select few.

So, how would you improve your communication?


Effects of a Swiss Army Knife

I was once shown by an above-average technician how he could change out a disposal in 5 minutes with just a simple Swiss Army knife. With this one simple multi-tool, he could address the plumbing, electrical, mounting hardware, etc.; execute faster, and with ease, with just the one tool. He required less space to operate in, had no tools laying around, and had less mess, including less tools to haul in and out of the client’s home.

In comparison, other technicians took 3-4 times longer, and utilized all of the specialized tools for the appropriate portion of the service to address the plumbing, electrical, etc. They required more space, more mess to clean up, more tools to bring in and out of the home, and they had to make sure they didn’t leave any tools behind.

This is not to say that most other services don’t require specialized, or a variety of tools to complete, but there is a level of efficiency with utilizing a Swiss Army knife, rather than using all of the “appropriate” tools for all of the various portions of a service, especially one so simple.

Recently, there have been commentary and articles about how businesses are focusing on hiring the “right specialist” for various positions, positions that don’t necessarily require a specialist, nor does the company necessarily need to have a specialist position to begin with. There is a tendency for companies think they need a specialist because other companies have one, or “that is how it is always done”.

I would encourage to NOT dismiss the “Swiss Army knife”, because they can bring great value with having working knowledge of all of the areas, and not just one specialized area. This is especially important for companies that want to be agile or to grow, because a “Swiss Army knife” person can be more efficient at getting from point A to point B, with less mess and hassle, than a team of specialist trying to work together.

One cannot understand the value of a Swiss Army knife until they have been exposed to the value of the tool.

What is the foundation?

A building can only be as large as the foundation allows, otherwise the structural integrity will be compromised and issues will arise.

Companies are the same way, in that they can only grow as large and dynamic as their foundation allows them to.

Which would beg to ask: what is the foundation of a company?

Media seems to make it sound as if it is the founders and leadership. Publications seem to tout that it is the culture and mission statements. Companies seem to think it is their product or service, or even the sales department.

But who would leaders lead if no one followed? Who would managers manage?

Where would a culture be or a mission statement matter without people?

What would sales people sell, or where is the product or service without people?

Which could direct one to think it would be the people at the bottom, but isn’t this the same group of people that occupy revolving-door positions and HR is constantly hassling with trying to fill and gripes about?

What do you think the foundation of a company is?

Why a blog

Every day, all around us, there are examples of inefficiency, waste and errors.

These inefficiencies, waste and errors have a ripple effect on lives of people all around, most of them are not good ripples.

It is astounding to see this day in and day out, knowing that there can be changes, great and small, that can have great impacts on business, neighborhoods and peoples lives.

I have seen these issues time and again, and have consulted and managed operational changes that have improved situations, bringing various levels of benefit to those involved, as well as some that are just feeling the ripple of change.

I decided to start a blog, writing about some of these scenarios and situations, providing some insight and suggestions, for what it is worth.