you've made it through to week five.
on the two forums that we posted this week.
I saw quite a lot of other interesting posts.
There was something about some English football managers.
There was quite a lengthy one about the pros and cons of homeworking.
I encourage you to, to take a look at those if you haven't already.
But let me focus on those two discussion questions.
One was around, what does good management look like?
And the other one was around this case study of Eden McCallum.
The first one said essentially, look, we know what good management is meant to be.
them a good sense of direction, they give them lots of encouragement and support.
Why don't we do that more consistently?
perhaps as well as we know we should we have often very conflicting priorities.
we manage one person may not make sense in terms of how we manage the next person.
we've got to understand each individual's personal kind of motivations.
drivers or more important, the underlying obstacles to doing a good job.
by being focused on our task, by taking credit for, for doing that.
doing things which go against that which we have been hired or promoted to do.
other people to take credit and allows other people to make the mistakes.
order to do your good jobs in the more senior positions in the organization.
do not reward people for being good at what you might call people management.
who are really good at actually motivating and coaching the people around them.
but most companies have a very short-term view on that set of issues.
So in short, good management is an unnatural act.
It doesn't come naturally to us.
I think that's really the underlying challenge.
in the UK, in London called Eden McCallum.
all of the other partners pretty well.
And I've got to know the challenges and, and, and the opportunities of their model.
It's a terrific model, there's no question.
It has worked very well for them.
They have, within their chosen niche, a very, very strong position.
a person are of working in that sort of networked model.
It's gives them much lower fixed cost rates.
But, and this is the, really, the key point, is that it comes at a price.
And that price is that they have to be really good at relationship management.
a thousand of consultants on one side, and a bunch of clients on the other.
And they have to know each side intimately.
So it turns out that there's no dissent mediation problem.
the clients because Eden McCallum adds a great deal of value in that relationship.
is that it's a very difficult model to scale above a certain size.
substitute those relationships for a set of formal and depersonalized procedures.
turn it into a 5,000 person consulting model.
which is, in fact, essentially what they're doing, they're gone to Amsterdam.
They're looking to go to New York or Boston.
Very interesting model that they're playing with.
which have been around for so long.
So I encourage you to take the exam.
almost an obligation, to do some peer reviewing of the exams written by others.
I would encourage you to go to the, to the Management Innovation Exchange website.
I've mentioned it before, and we'll send you an email with a link.
But it's www.managementexchange.com is the website.
I've been talking to you about during the course.
So, I encourage you to do that by all means, get in touch with me.