This web site is the only Internet resource we know that not only explores a wide variety of management topics but also allows you to make comments, add your concurring or conflicting opinions, or ask questions. Those questions might be answered by me, the author of our companion book, or by any of our other site subscribers.

Through most of your life, you’ve been told to learn from your mistakes.  Its more fun, however, and often more productive to learn from the mistakes of others; then you don’t have to make them yourself.  That’s particularly true in business where mistakes can be costly and, on occasion, even fatal.

By becoming a subscriber to our web site, you not only get all sixty topics but can also read the comments from other subscribers related to each topic.  Those may describe additional experiences, an expansion of the topic being discussed, a conflicting view, or a question for open discussion. 

This web site will give you a living, expanding forum for management ideas.  With its key word search provision, the site will also be a reference guide for you and other managers as your company faces its ever changing business and market environments.

All of the management problems, suggestions, and solutions presented in this web site are real-life examples.

They happened to people like you facing the same business problems you face.  As a result, this website and its original source book are long on experience and short on theory.  Most business owners, executives, and managers don’t need an exhaustive Harvard Business School case study on a single subject.  They need practical advice they can digest in a few minutes and put to work now.  They need advice from the real world of real people facing the same challenges they face every day.  This website provides that advice and keeps it current, fresh, and pertinent.

You see your company (or your clients’ companies if you’re an attorney, accountant, or consultant) only through your own eyes, but you can benefit from the insight of others.  Smart people on occasion do stupid things.  On this website, we can look at some of those stupid things and perhaps avoid making the same errors.

Some of the topics on our site will be short, only a few paragraphs; some will be longer.  A hundred years or so ago, a classical author in a letter to a friend said, “If I had more time, I would have made this letter shorter.”  Following that advice, we’ll try to say what needs to be said quickly and succinctly.

On occasion this site will use examples taken from the years I’ve spent working with the owners, executives, and managers of what were usually small and mid-sized companies.  Those examples relate to the efforts of those managers to improve their financial results, expand their operations, or increase the returns from their investments of time and money.

Some people succeed in spite of themselves, but it happens only rarely.  Most company owners and executives succeed because they do the right things or, at least, they do them more frequently than the wrong things.  When they do something wrong, they recognize their mistake, do something to change it, and then measure the results.

From time to time, my father, who was a brilliant businessman, told me, “The motto for the day is: Do something, even if it’s wrong.”  Doing nothing is seldom the correct answer; making an attempt is almost always better.  An attempt based on past experience, whether your own or someone else’s, is better yet.

So lets look at…

“Is this any way to run a company?” 

Sometimes the answer will be “no”; sometimes it will be “yes”, but in all cases, the answer should be instructive.

As you explore our web site, you might want to remember another of my father’s sayings:

I know you believe you understood what you think I said, but
 I’m not sure you realize that what you heard is not what I meant.

I hope you enjoy participating in our management forum as much as I enjoyed writing its original topics.  I also hope this website and its companion book will make you a better manager without the tedious theories from business school curricula that might not apply to your immediate business problems. Click the link above and let's start making you a better manager today.