Under New Management

David Burkus

with David Burkus

Radio Free Leader

Under New Management

Under New Management 1200 1199 33Voices

Moe welcomes back David Burkus to talk about why companies should leave behind decades-old management practices and implement new ways to enhance productivity and morale.

Rethinking The Practice of Management

Part of The 33voices Edge Dialogue series, with Moe Abdou

“The reasonable man adapts himself to the world; the unreasonable one  persists in trying to adapt the world to himself.  Therefore all progress  depends on the unreasonable man.”  George Bernard Shaw

The hallmark of this generation of business builders is their commitment to honoring their own truth. Observe one in action and you’ll notice an individual building the company that he would most want to work for; hiring the individuals who do well what he does poorly, and designing a workplace environment that not only fosters candor and trust, but one that’s radically transparent and emotionally conscious.  Its these type of leaders who need no convincing that their most distinct competitive advantage always starts and ends with their people.

Scan Fortune’s annual Best Companies to Work For list, and you’re likely to notice companies, large and small, who aren’t afraid to reinvent the factory, as Dane Atkinson, CEO of SumAll likes to say.   Some have eliminated emails, ditched performance appraisals, banned noncompetes, and the super progressive ones have even eradicated manager all together.  Not only does that speak to the shifting tide that we’re experiencing in business; more importantly, it’s the new reality that Oral Roberts University professor, David Burkus describes in his latest book, Under New Management.

Burkus is never one to be dull or conventional, so as you listen to the unorthodox ideas he lays forth, do so with a beginner’s mind.

Here’s what you can expect:

  • What’s broken with the current management practices?
  • When the modern manager replaces the organization man
  • Why should you always put your customers second to your employees?
  • The team approach to hiring & firing
  • What you gain with pay transparency?
  • The fallacy of an open office environment
  • Can you make a case for firing all managers?