“Dark Cockpit” – Lead Responsibly

This is the second summary-article inspired by the book “Dark Cockpit”. In the previous one the focus was on how to communicate unequivocally, and this time we will cover the responsibility topic.

Your employees want to know that whoever is at the helm can make good decisions and keep them in mind when they do.

The test of a leader is if they have their team better than they found it. If you had to leave your team tomorrow, for whatever reason, how would they do? And we’re not just looking at numbers, but at the team’s potential to reach new heights in the future.

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“Dark Cockpit” – Communicate Unequivocally

Dark Cockpit” by Emil Dobrovolschi and Octavian Pantis is a book that learns us how to become a better pilot for our projects, for our people, and even in life outside work by using valuable principles from aviation. 

What is a dark cockpit? That is what we call a situation where no lights are on – no blue for extra usage, amber for caution, or red for danger. Everything is going smoothly. Everything is under control and working within its normal parameters. The plane is flying, and the passengers are doing their own thing: reading a book, watching a movie, having a snack, etc.

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“High Output Management” – Part 4

Management is a team activity. We learned that we also interact with a team of teams. But no matter how well a team is put together, no matter how well it is directed, the team will perform only as well as the individuals on it. In other words, everything we’ve considered so far is useless unless the members of our team will continually try to offer the best they can do.

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“High Output Management” – Part 3

We established the fact that the game of management is a team game: a manager’s output is the output of the organizations under his supervision or influence. We now discover that management is not just a team game, it is a game in which we have to fashion a team of teams, where the various individual teams exist in some suitable and mutually supportive relationship with each other.

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“High Output Management” – Part 2

The journey in the universe of the book “High Output Management” by Andrew Grove continues. In the first article we covered the management’s equation, in the second one we learned about the importance of having indicators, and now it’s time to understand the management as a team game.

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“High Output Management” – Introduction

High Output Management” by Andrew Grove is a practical and pragmatic book that covers multiple topics, insights, and ideas from the management world. This article is an introductory one about this book and it covers the role of the manager in this changing context, the management equation, and the purpose of the training in your team members’ growth.

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How To Win Friends and Influence People – Nine ways to change people without giving offense or arousing resentment

Our learning experience has come to an end. In my previous articles I treated details about fundamental techniques in handling people, how to make people like us and to win people on our way of thinking.

In this part we will cover the last part of the book “How To Win Friends and Influence People”, more precisely it is about how to change people without giving offense or arousing resentment.

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How To Win Friends and Influence People – Twelve ways to win people on your way of thinking

Let’s continue our journey about learning how to win friends and influence people. Until now we discovered 3 Fundamental Techniques In Handling People and 6 ways to make people like us.

Now it is the moment to learn how to win people on our way of thinking.

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How To Win Friends and Influence People – Six ways to make people like you

In my previous article I wrote about Fundamental Techniques In Handling People, and we discovered the first 3 principles:

✔️Principle 1 – Don’t criticize, condemn or complain.
✔️Principle 2 – Give honest and sincere appreciation.
✔️Principle 3 – Arouse in the other person an eager want.

In this post we will cover how we could make people like us. 🙂

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