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M&M-

Each and every "tool" has been great! I've tried to apply as many as I can, and they always make a difference. Thanks so much for what you do.

But my simple mind is getting lost among the trees, unable to see the forest. I learn better when I have an empty framework into which data or tools can be classified and prioritized.

(Since I've never had a single business class, I missing even the basics - like a manager should think about production, marketing, and distribution (?), and organize your tools into those topics. You can't podcast an MBA curriculum, but some overall structure would be very helpful to me.)

Any chance you'd step back from individual tools for a "framework" show?

Mark's picture

BAPeters-

Yes, there's a chance, but it may not be what you want. I've learned the hard way that definitions of framework can be QUITE divergent.

If you're looking for us to talk about what marketing does, or logistics, and how those are served by management, that's highly unlikely. Two reasons for this... it makes our topic list 50,000 topics long, and good management is not all that different in all those areas.

We're not right now primarily a business-focused organization... we're a manager-focused organization. Managers work for big and small companies, for profit and not, governments, and start-ups, and religious congregations of all stripes.

And, some of this will surely change.

It's too soon to say, but we're thinking that we can figure out how to do a vidcast in 2007.

Mark

bapeters's picture

Reviewing my original post, it may have sounded like a request for an MBA course via podcast. That was not my intent. You want to keep MT focused on specific, actionable guidance - that's what makes it so different and valuable!

My idea was more along these lines. You would tell us: "A manager should allocate X% of her management time to personnel development, y% to marketing (even teams with only internal clients do 'marketing'), and z% to production and distribution issues." (Of course, the percentages may vary based on situations, but surely there is an average from which to customize?) "Of the x% for personnel development, consider using Tools Q, R, S, and T." After hearing that, I now have an outline into which to organize my approach to each individual tool. Such an outline makes it easier for me to learn and to recall the individual tools.

Another tack would be Manager Calendar Overview. Many of the Tools say to spend 15 minutes on topic 1 each month, or a half-hour on topic 2 once a quarter. An overview of a Manager Calendar would say: "Monthly, set aside one day for 15 minutes each on Tools A, B, and C. Quarterly, add 30 minutes for Tools D, E, and F. Annually, add a half-day each for Tools G and H." Again, just an outline to organize the tools and aid in their recall and application.

I chuckle at myself for trying to improve upon perfection, but consider this suggestion a reflection on the limitations of the requestor and not an implication of any deficiency in your product. Thanks for all you do!

Mark's picture

Well, I've noodled around with that many times, and found that it doesn't line up as well I would like. I want my models to have some congruity and simplicity, and be usable without a great deal of explication. I just can't seem to get there.

Nevertheless, thanks for the input!

Mark

PierG's picture

bapeters,
your post reminds me one of my 'disease': I read / learn A LOT, and I fail in remembering to apply what I learnt.
Maybe because I read too much, maybe because I exercise not too much, maybe because ....
I whish I could apply everything I learn in the right moment.
PierG
P.S. And yes, it's a lot easier for me to DETECT a 'known' situation when someone else is doing it than when I am doing it.