Four Management Styles: Are You Psychotic?

I sometimes incorporate quotes in my blog from different sources that I think are insightful. So I decided to mashup two of them — one from Jack Welch and another from Howard Schultz. Interestingly, they combine nicely to describe different management styles

Four Unique Management Styles

Four Unique Management Styles

The bottom line: Are you the type of executive that you’d like to be?

About Bruce Temkin
I am a customer experience transformist, helping large organizations improve business results by changing how they deal with customers. As part of this focus, I examine strategy, marketing, interaction design, customer service, and leadership practices. I am also a fanatical student of business, so this blog provides an outlet for sharing insights from my ongoing educational journey. Simply put, I am passionate about spotting emerging best practices and helping companies master them. And, as many people know, I love to speak about these topics in almost any forum. My “title” is Managing Partner of the Temkin Group, a customer experience research and consulting firm that helps organizations become more customer-centric. Our goal is simple: accelerate the path to delighting customers. I am also the co-founder and chair of the Customer Experience Professionals Association (CXPA.org), a non-profit organization dedicated to the success of CX professionals.

2 Responses to Four Management Styles: Are You Psychotic?

  1. Pingback: Executives: Bring Back the Old Fashion Suggestion Box

  2. John M. says:

    Two types of executives almost always lead an organization to failur.
    (1) The Mr. I am the boss and the buck stops right here. This type is never ever on the same page as the rest of the organization team. People are too intimidated to bring fresh ideas or even express facts (maybe viewed as excuses by the boss).
    (2) Mr. nice guy who cannot diffrenciate between excuses and his teams’ lack of skill and/or will to execute stratigies and tactics and therefore allows Jr. leaders to continue holding the organization from achieving targets.
    True leaders joins the front line to better understand their customers/clients needs as well as their own front line team needs and wants. Decisions made at the “office” don’t always benefit the organization.

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