Management in a small business, especially family-owned, can be hectic. Here is an example of what not to do from Leslie Kossoff.
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Leslie Kossoff 
Leslie L. Kossoff is an internationally renowned executive adviser specializing in next generation thinking and strategy for executives and their enterprises. For over 20 years she has assisted clients ranging from start-ups to Fortune 50’s across industries and sectors in the United States, Japan, and Europe. Her clients include Fidelity Investments, Sony, TRW, Kraft Foods, Baxter Healthcare, the UK National Health Service, Seiko/Epson, 3M, Infonet and GM/Hughes. A former executive in the aerospace/defense and pharmaceutical industries, Kossoff enjoys an outstanding reputation as an invited speaker at conferences worldwide. She is the author of the Creating Quality series of Executive Field Guides, the award winning book, Executive Thinking, and more than 100 articles in journals and newspapers, including the Financial Times and CEO Magazine.
The 20th Anniversary Edition of Managing for Quality can be purchased here.
The 20th Anniversary Edition of Managing for Quality can be purchased here.
Category: Management Fundamentals
Interviews with Leslie Kossoff»See all
Leslie Kossoff joins Jim Blasingame to report on her new quality process service for management to help you seek excellence by staying on a quality track.
Leslie Kossoff joins Jim Blasingame to reveal some of the steps to take to make sure your corporate culture includes a focus on quality, including how to accomplish this with the younger generations.
Leslie Kossoff joins Jim Blasingame to remind us how the quality process works and why it’s the opposite of profit-eating quality service.
Articles by Leslie Kossoff»See all
Visioning is popular in the fashion business, but it should be popular in your business as well. Leslie Kossoff tells why.
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Failure, in too many countries and cultures, is seen as an ending. That's wrong. Leslie Kossoff tells us why failure isn't always a bad thing.
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Books by Leslie Kossoff
For over twenty years, organizations have been trying to successfully implement Quality or Continuous Improvement initiatives. According to research by the Atlanta Group, only 14% actually get it right. That leaves the other 86% trying and not succeeding in their Quality goals. Why? What is it that makes Quality so hard to achieve? In most cases, it is not bad implementation, per se, it is bad planning. Organizations know the outcomes they are looking for. However, they spend far too little time strategizing and planning what it will take to achieve those goals.
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From Booklist: Kossoff... presents her thesis on executive thinking, which she defines as "the human and organizational manifestation of the executive's dreams, goals, and vision." To her, "dreams" are detailed, exquisite, tangible pictures of what the organization can, should, and will be, and "vision for the corporation" is an active concept, real and tangible, strategically based and task supported. Successful executives ensure that others see and understand the dreams and vision and lead the organization to transforming them into reality. The dreams must be shared, and everyone must become involved as an active participant. Kossoff's concept of dreams includes knowledge, experience, and observation of other organizations to determine which organizations the executive admires or does not admire and why. We learn that executives need to develop "dreaming" skills in order to make them a habit of their leadership. Teaching executive thinking to corporate management is the author's business, and this book can serve as an infomercial for her services.
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