Use a metaphor or analogy to illustrate your point
when explaining a new or unfamiliar idea to your audience.
For example: the aerial view from a plane, at
cruising altitude, can be a metaphor for strategic thinking.
Use a metaphor or analogy to illustrate your point
when explaining a new or unfamiliar idea to your audience.
For example: the aerial view from a plane, at
cruising altitude, can be a metaphor for strategic thinking.

For all things Dilbert click here
There is the classic sales technique called “reduction to the ridiculous”, whereby the cost of the item being offered for sale (or the premium above a competitor’s offering) is framed in terms of the cost of a daily cup of coffee. For example:
“Yes, it does cost $500 more, but if you think about all the benefits you get, over a year it works out to less than $1.50 a day, less than your daily coffee at the coffee shop. Surely you can afford an extra $1.50 a day.” Well maybe. But don’t ask me to sacrifice my coffee!
On the other hand, if we take the concept (a big thing made up of tiny pieces) and apply it to goal setting and target achievement, then it becomes a useful tool when undertaking an ambitious objective. It allows you to improve your odds of success by defining and executing against a series of smaller steps or goals.
Take your professional development, for example. Especially in today’s competitive environment, what are you doing to learn/strengthen a business skill? Let’s say there’s a business leadership book that has been recommended to you, but you feel there’s no time in your day to read - you’re too busy.
Two skills come into play - prioritization and time management. First, is reading the book important to you? Assuming the answer is yes, then a revisiting and re-prioritizing of some daily habits is in order. Then we can reduce reading “the Big Book” into a smaller, more readily achievable goal of daily reading i.e. Reduction to the Achievable.
A typical business book can be 20 chapters and 400 pages. If you read the daily newspaper, do you think you could forgo reading one section of the daily newspaper and read ten pages of a book instead? In six weeks with a daily reading habit, one book is complete, and, with your new revised reading habit, you have created the possibility of reading another 5-6 books within a year.
Or if you are commuting, rather than listening to headline news on the radio, how about listening to the audio version of the book? Or find podcasts of topics in your field of interest and download them to your MP3 player for playback on the drive to work.
The key elements of success are (with the example of reading a book):
- define your goal (Read a book in every six weeks)
- make sure its completion has an emotional payoff (I’ll be more knowledgeable, more current, more valuable)
- break the project into smaller, well defined, achievable, measurable goals (10 pages every day)
- take a moment to congratulate yourself on completion of each of the smaller goals (Yay! I completed a chapter and I learned something new)
Look at a project that is important to you that you have been postponing because it seems too big. Use the technique of “Reduction to the Achievable” to break through your procrastination and get started.
IBM interviewed over 400 HR executives at organizations from 40 countries to find out how they were addressing key workforce challenges. Highlighted are key areas of focus that require the immediate attention of not just the HR function, but senior executives across the organization. Here are the top four:

The report highlights how addressing these key focus areas can help transform your workforce and take its performance to the next level.
Established organizations continue to flatten the organizational pyramid through eliminating managerial layers and upping the subordinate/superior ratio from the classic 6:1 to 12:1 and higher. Newer companies stay flat from the get-go.
One consequence is that a traditional workplace acknowledgement - the promotion - is becoming rarer as opportunities for internal upward mobility are reduced.
Read the full article online click here
Mary Teresa Bitti, Financial Post
Published: Monday, September 15, 2008
Intergenerational differences in the workplace is getting a lot of media coverage, says Claude Balthazard, director, HR excellence and acting registrar, Human Resources Professionals Association. But the fact remains, these are not new issues. New generations have always entered the workplace, and companies always cope.
“What has changed things is that because of the demographics, the economy, the retirement of the Baby Boomers — which is a bleep in terms of size– that facet has brought the issue to the front burner.”
Interestingly, Mr. Balthazard points out that most of the people talking about intergenerational issues are Boomers. “I have never seen a millennial or Gen-xers give a presentation or talk on what these issues look like from their perspective. It seems to be mostly Boomers that are concerned about the relationship between generations.”
And the focus is always on the differences. “To sell books, people focus on the differences, which is much more entertaining than talking about the similarities,” Mr. Balthazard says. “But, if you talk to people in the field they will say: ‘Talent is talent; good managers are good managers’. In every generation there are workers that you would like to see in your organization and others you would not. As managers, it’s the same basic good management skills that are what you have to bring to the fore to handle this situation.”
An entertaining and instructive video clip on Conductor B. Zander on his mission to get more listeners turned onto classical music.
According to a new book from Hay Group directors and Harvard academics, today’s leadership challenges require tight top teams, not heroic chief executive officers (CEOs.)
“Senior Leadership Teams: What It Takes to Make Them Great” recommends three essential conditions for creating such effective management teams:
1. a real team
2. a compelling direction
3. the right people.
The book, based on field research with management teams, make the case that the responsibilities of leading today’s complex organizations are too broad for just one person. Instead, there’s a growing role for senior leadership teams, who can share the responsibilities, whether in terms of coordinating activities, providing advice or actually taking responsibility for making key decisions.
On top of the essential conditions are three enabling conditions that help ensure the best possible results from the team:
• a sound structure, based around a small number of people (ideally no more than 10) and almost a code of conduct for how team members work together.
• a supportive context, so that the team has the skills and resources it needs to operate effectively. Paradoxically, most executive teams are better at providing resources for their front-line teams than for themselves.
• expert coaching – The most effective teams are coached as entities, developing together.
Leadership in today’s world is living in an environment of cross-matrixed and team-oriented structures hopefully designed to meet, beat and often cooperate with competitors in a global marketplace increasingly flattened and interconnected by technology.
Our goal is to provide thought leadership, through our insights and research of leadership issues, to help you as a leader bring out the best in your teams and do it in a “win-win-win” way that enhances:
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All the best from the 5D Leadership Team.