A Four-Day Work Week?
Nervous about what he might be missing, Gomes asked the Dow Jones IT folks to let him see what had been quarantined. It turned out that out of 150 reader letters that came in as a result of a column, “20% were sent to the spam bucket and would never have been seen by me if I hadn’t bothered to ask to take a look.”
Spam filters simply are not the answer to dealing with e-glut.
George Marshall and Snapshot Management
In a prior issue of this publication, I quoted from Leonard Mosely’s 1982 biography of America’s greatest WWII military leader, Gen. George C. Marshall, Army chief of staff and Roosevelt’s closest military adviser. The crown jewel of his management technique was the daily briefing:
It was these bright young men who organized the briefing sessions at Marshall’s headquarters, which became his pride and joy and the envy of American and Allied commanders at headquarters throughout the world. Every morning authorized personnel could walk into Marshall’s conference room and get a graphic—yet accurate—picture of exactly what was happening in every operational zone in which the United States was involved. It began promptly at 9:00 A.M.
“We had gradually,” Marshall recalled later, “gotten to a point where the presentation of the world picture was of great importance to me and the principal staff—because we had so many different theaters operating at once and along with that the stormy time with things at home. We had available artists of some talent and plenty of them, so we gradually formed the morning show on the basis of presentation by young men who were chosen for their ability to speak in an attractive manner. They got up at four o’clock in the morning and worked on the cables of the night before—and were ready for the presentation at nine o’clock.”