Heart of Management

Category: Team Work

  • The courage to speak up… smells very different when you do it right

    Following last week’s post

    the one about how the opposite of courage isn’t fear, but avoidance

    today we’re diving into the first kind of courage.

    There are moments in management

    when the room feels filled with the distinct scent of

    “I want to say something… but maybe this isn’t the right time.”

    It’s a familiar smell.

    A subtle mix of lukewarm coffee,

    an air conditioner working a little too hard,

    and papers shuffling not because anyone needs them,

    but just to fill the silence.

    And then the classic lines appear:

    “Well… only if that’s okay…”

    “I don’t want to interrupt, but…”

    “I just have a small point… really small…”

    (And if you’re anything like me,

    you recognize those sentences in yourself too.

    Yes, I’m looking at you. And at me.)

    And here comes the truth,

    the kind that sometimes stings

    like a metal chair in a conference room:

    The courage to speak up isn’t about raising your volume.

    It’s about raising your intent.

    You don’t need to shout.

    You don’t need to demand.

    You don’t need to give a speech.

    Sometimes courage sounds like a short sentence,

    said calmly,

    at the exact moment everyone was hoping

    someone would be willing to say

    what everyone else was already feeling.

    And sometimes courage sounds like this instead:

    “Let’s talk about this one-on-one.”

    Because here’s the truth:

    the courage to speak up isn’t about

    who spoke the loudest,

    but about who chose the right arena.

    When you say the right thing,

    in the right way,

    to the right person,

    in the right room

    your message passes through layers of defense

    as if they were a thin curtain,

    not a fortified wall.

    And then something beautiful happens:

    Your team doesn’t just hear you.

    They feel you.

    In their chest. In their gut.

    In the place where real change is born.

    And this

    this is the first kind of courage

    that separates

    a manager who gets work done

    from a leader who actually moves people.

    Before you scroll on, pause for a moment and ask yourself:

    If today you removed just one

    “only if that’s okay…”

    and replaced it with one clear sentence of truth

    what would you talk about?

    (Don’t answer me.

    Answer yourself.

    That’s where the courage muscle starts to grow.)

    Next post, we’ll move on to the second kind of courage:

    the courage to trust.

    The one that decides whether you keep holding

    357 tasks by yourself,

    or finally start building a team

    that actually walks with you.

    (Hint: it takes more courage than it looks.)

  • Got a “good” question? Ask it.

    Even if you’re the manager.

    Especially if you’re the manager.

    You know that moment in a meeting when someone drops a term…

    And your whole body signals:

    “Of course. Of course I know what CAC is. I’m the manager, after all.”

    But your mind goes:

    “If someone shouts at me right now ‘What’s CAC?’ – I’ll just head out for a coffee break and never come back.”

    So you smile, jot something down in your notebook (even though you have no idea what you wrote),

    And later that evening, you ask Google.

    Or your kid.

    Or ChatGPT.

    And that’s exactly the moment you missed the chance to be a more human manager.

    Because the gap wasn’t in knowledge it was in the courage to ask.

    A simple question like:

    “Could you explain that for a second?”

    Can change the entire dynamic of a meeting.

    It shows you’re not projecting authority based on bravado – but trust.

    And it gives others permission to ask too.

    And in an age where even a dishwasher can define “digital marketing,”

    What sets you apart isn’t what you know.

    It’s your willingness to keep learning.

    And by the way? I have no idea what CAC is either.

    But I’m going to ask the chat.

    What’s worth remembering?

    The one who asks doesn’t look less smart.

    They just look like a sane manager.

  • A management tip (that I learned the hard way):

    If you start feedback with a “but” – you’ve already lost the conversation.

    I used to jump straight into feedback.

    Direct. Sharp.

    “Not accurate enough,”

    “I expected more,”

    “There’s a gap that needs to be closed.”

    From my side, it was just being straightforward.

    From their side?

    It felt like the end of the world.

    Then it hit me:

    Wait a second.

    I hate it when people start with that tone too.

    No one likes feeling like they have to defend themselves before they’ve even had their coffee.

    So I started differently.

    Something small.

    A sentence like:

    “I want to start with what worked well.”

    And that changed the whole tone.

    Not because I gave up on the feedback –

    But because I started with an open heart, not a pointing finger.

    It sounds simple,

    But it completely shifts the energy of the conversation.

    What’s worth remembering?

    The sharpest feedback is the kind that doesn’t feel like a knife.

    A good start leads to an ending someone can actually take with them.

    Good feedback is the kind the other person can truly absorb.

  • What’s My Real Contribution, Anyway?

    When I was a young engineer, I managed projects.

    I saw things happen.

    Concrete moved, structures rose, plans became reality.

    Every progress?

    I knew exactly where I made it happen.

    Then I got promoted.

    I started managing people.

    And suddenly…

    Everyone was doing the work.

    And me?

    I was just… talking about it.

    Reviewing. Coordinating. Calming. Pushing. Holding things together.

    And in the middle of all that –

    one small, stubborn question kept whispering:

    “What am I actually contributing?”

    “Is anything happening because of me?”

    Because let’s be honest –

    Managers don’t really do anything, right?

    We just… make things happen.

    And that hurt.

    For a while.

    I carried that question inside, quietly.

    Outside, I looked like a leader.

    Inside, I felt… replaceable.

    But over time, something shifted.

    Not because reality changed – but because my perspective did.

    I began to notice:

    The goals I had set – were the ones moving forward.

    The tone I brought – echoed through the team.

    The effort I invested – enabled everyone else’s effort.

    I didn’t do the work.

    But it happened – because of me.

    ⸻

    Management isn’t about ticking off tasks.

    It’s about setting direction, holding the space, and moving things forward.

    If you’ve ever asked yourself “What am I even worth here?” –

    just know: it means you’re a manager who feels.

    And not just performs.

  • Managing Time as a Leader

    Post 1 in the Management Time of Managers Series

    Over the years, I’ve met outstanding managers—talented, intelligent, and driven to lead, influence, and create meaningful success. But almost all of them struggled with the same recurring challenges:

    • Constant overload – as if there were never enough hours in the day.

    • Endless chase after urgent tasks – instead of focusing on what truly moves the needle.

    • Gap between work and personal life – the desire for balance is there, but in reality… it’s hard to achieve.

    • Feeling a lack of control over time – instead of managing, they feel managed by their schedule.

    🔹 The real issue isn’t just the number of tasks – it’s how managers manage time as leaders.

    Because time management for managers is fundamentally different from standard time management.

    A manager doesn’t just manage their own time – they also delegate tasks and responsibilities to others.

    Small mistakes in task allocation don’t just affect the manager – they create inefficiencies across the entire team.

    So how do you take control of your time instead of letting it control you?

    📌 Here’s the challenge:

    🔵 I wrote a free time management guide specifically for managers – it’s unique because it focuses not just on personal time management but also on delegating and managing the time of others.

    🔵 It comes with a bi-daily tip series – designed to turn insights into practical habits and ensure real-world application.

    🔵 The guide is based on 30 years of hands-on managerial experience – leading thousands of employees, hundreds of managers, and major brands.

    📥 Download the guides here → 

    Important

    (Currently, the guide is available in Hebrew only. If enough people show interest, I’ll create an English version. If that’s something you’d like, comment below or message me!) 

  • Your Employees and Colleagues – The Force That Drives You

    Post 3 of 6 in the Series About My Stakeholders:

    The next stakeholders are the people you work with daily – your employees and colleagues. They may not be your direct managers, but they can greatly influence your success as a manager. Often, these are the people you depend on most to execute your plans.

    Why are my employees and colleagues so important?

    Think about it: Your employees are the ones who carry out the most important tasks. How they feel about their role, the instructions they receive, and the treatment they get from you – all of these directly impact their performance, and ultimately, your performance as a manager. Your colleagues, on the other hand, are those working alongside you who can either be partners in your success or make things difficult for you.

    How to build a good relationship with employees and colleagues?

    A good relationship with employees and colleagues is based on listening, support, and collaboration. If you take the time to understand what motivates each of them, you can create an environment where they feel involved and committed to success. This doesn’t mean compromising on requirements or expectations – but you need to know how to communicate them in a way that keeps everyone focused on shared goals.

    A Field Example: How One Conversation Can Change an Employee’s Behavior

    I once had an employee whose problem wasn’t motivation, but behavior – there was a gap between what I expected and how he actually performed. After an open conversation where I explained what I expected and where he wasn’t meeting those expectations, he completely changed his ways. It was amazing to see how improving communication could change the entire team dynamics.

    In the next post, we’ll deal with external stakeholders – regulatory bodies, suppliers, and customers, who also influence the way you work day to day.

  • Your Manager – The Central Figure Who Dictates What You Do

    Post 2 of 6 in the Series About My Stakeholders:

    After understanding who our stakeholders are, it’s time to dive deeper. Let’s start with the central figure who probably influences every decision or action you make as a manager – your direct manager. Whether your manager is a source of inspiration or a challenge for you, they influence your professional direction, decision-making, and your career in general.

    Why is my manager so important?

    Your manager can influence a variety of areas: the goals you need to achieve, your working conditions, career development, and even the balance between work and personal life. Therefore, it’s crucial to understand the relationship with your manager thoroughly – are they acting as a mentor who guides and accompanies you? Or do they prefer to dictate instructions without allowing room for dialogue? Every manager is different, and this has a direct impact on how you work together.

    So how can you improve the relationship with your manager?

    The way to improve this relationship is to understand what your manager truly wants to achieve, and how you can help them with that. Yes, even if you don’t always agree with every decision or approach, identifying your manager’s interests and goals will give you an advantage. A good relationship can open opportunities for you, help you advance, and influence your success in the role.

    A Story from the Field: How I Understood the Difference Between Types of Managers

    In the past, I had an interesting experience with two different managers. One was my partner in every decision, gave space to raise ideas and think together, while the other preferred to dictate instructions and leave me only to execute. This required me to learn to adapt, recognize each of their working styles, and find ways to bridge the gaps. Over time, the manager who was used to giving precise instructions began to trust me more and more, and stopped dictating instructions when he recognized that I knew how to lead independently. Once trust developed, our relationship became a true partnership.

    In the next post, we’ll talk about additional important stakeholders – your employees and colleagues, the people you work alongside daily, who influence your success no less.

  • Post 5 out of 5: The Impact of Organizational Culture on Ff Performance – How to Build a Culture That Leads to Success?

    After discussing all the advantages and potential dangers of organizational culture, it’s time to ask the most important question – how do we ensure we have an organizational culture that leads to success? A culture that builds strong teams, drives good performance, and improves quality of work life?

    1. Clear Definition of Organizational Values

    One of the first and most important steps is defining the values that guide the organization. Note – this isn’t about writing nice sentences “because we have to,” but about values that will be expressed in daily life. Let’s take HubSpot as an example – the company defines its values as “HEART” (Humility, Empathy, Adaptability, Remarkability, Transparency) and emphasizes them at every stage of employee life.

    2. Transparency and Open Communication

    An organizational culture that promotes transparency and openness allows employees to feel they have a voice in the organization. It’s important to keep employees updated about what’s happening and be honest even about difficult decisions or challenging situations. A Harvard Business Review study showed that organizations where employees feel they’re updated with relevant information are more successful in dealing with changes and increasing team engagement.

    3. Aligning Processes with Values

    Once organizational values are defined, they need to be reflected in work processes. If one of the values is “flexibility,” then ensure that organizational processes are indeed flexible and not rigid. For example, Zappos – the online shoe company, leads its industry by allowing employees to make decisions independently, thus expressing the value of autonomy.

    4. Building a Culture of Learning and Development

    A learning culture is central to building strong teams. This doesn’t just mean sending employees to courses – it also means encouraging knowledge sharing within the organization, giving feedback, and creating an atmosphere that promotes growth. A LinkedIn study found that employees who feel their organization invests in their personal development tend to be more satisfied and engaged in their work.

    5. Eye-Level Leadership

    Managers in the organization are role models. When managers themselves implement organizational values, all other employees will act similarly. The “eye-level leadership” approach encourages managers to be accessible, human, and connected to their teams – and this radiates throughout the organization.

    One Step Forward – Not Just Talk, But Action

    Building a good organizational culture isn’t a one-and-done deal. It’s an ongoing process that requires attention, commitment, and flexibility to changes. Organizational values need to be integrated into daily actions and be present in every decision and process.

    Summary

    Organizational culture isn’t something you can define and leave behind – it’s living, breathing, and affects every aspect of the organization. Investing in it is an investment in people, performance, and long-term success.

  • Post 3 out of 5: The Impact of Organizational Culture on Performance – Strong Culture = High Performance? How Does It Really Work?

    In previous posts, we discussed what organizational culture is and the hidden factors that shape it. Now, let’s dive a bit deeper – how can a strong and healthy organizational culture improve your organization’s actual performance?

    1. Employee Motivation and Engagement

    A positive organizational culture not only makes employees feel good at work, but it also increases their motivation. Why? When employees feel part of something bigger, when their work has real meaning – they give their maximum. A Gallup study shows that highly engaged employees tend to be more productive, and their engagement improves their sense of belonging and commitment to the organization. This means they’re also less likely to look for another job.

    2. Collaboration and Strengthening Community Feeling

    When there’s a culture that promotes collaboration, employees feel there’s room for real dialogue. In such organizations, there’s more openness to ask questions, share ideas, and receive feedback – leading to better performance. A good example is Spotify – one of the most successful companies in the digital music world. Their culture is based on “squads” – small teams composed of diverse individuals who support each other to achieve quick successes.

    3. Creativity and Innovation

    In an organization with a culture that values creativity and openness, employees feel comfortable raising innovative and unconventional ideas. This culture creates a space where new things can be tried, even if they don’t always succeed. Steve Jobs often said that Apple’s success stems from employees’ ability to feel free to initiate, think outside the box, and be creative.

    4. Ability to Cope with Changes and Challenges

    A strong organizational culture contributes to the organization’s ability to deal with challenges and changes. When there are clear values and good communication, it’s easier to mobilize teams to work together to handle unexpected situations. Especially in an era like ours, where changes happen faster than ever, such a culture can be the organization’s competitive advantage.

    5. Increasing Employee Loyalty

    A healthy organizational culture encourages loyalty and satisfaction. The more employees feel valued, understand the organization’s goals, and belong to a strong community – the more likely they are to stay with the company long-term. And it pays off: according to a LinkedIn study, companies with a strong organizational culture experience lower employee turnover, leading to significant savings in recruitment and training costs for new employees.

    Examples from the World

    An excellent example is HubSpot. This company emphasizes values like “being change makers” and “collaboration”. The result? Employees are more engaged, satisfied, and loyal, and the company enjoys excellent performance and amazing business results.

    In the next post, we’ll talk about the less positive side of organizational culture – when organizational culture can actually be harmful, and how to identify the early signs of this.

    Sources:

    1. Gallup’s State of the Global Workplace report – https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2021-report.aspx

    2. HubSpot Culture Code – https://www.hubspot.com/culture

  • Post 2 of 5: The Impact of Organizational Culture on Performance – The Hidden Factors that Shape Organizational Culture

    In the previous post, we discussed what organizational culture is and why it’s so important. But wait, have you ever stopped to think about what really influences organizational culture? Sometimes there are hidden factors, ones that we might not consciously notice, that significantly shape the culture in an organization.

    What are the hidden factors in organizational culture?

    There are several factors that we sometimes forget about, but they are an integral part of how our organization operates:

    1. Management’s perceptions and beliefs

    The way senior managers view the organization directly affects the culture. If managers believe in promoting innovation and giving freedom to employees, it’s likely that employees will feel more comfortable coming up with new ideas and acting independently. On the other hand, if management focuses only on results and the bottom line – this will affect the pressure and cause employees to work in a more tense manner.

    2. Communication patterns

    How do people talk to each other in the organization? Is communication open and flowing or does it go through many “filters” and bureaucratic processes? Research from the Journal of Business Communication shows that open and directed communication allows employees to be more involved, and ultimately improves organizational performance.

    3. Daily behavior

    It can be easy to miss the impact of daily actions on organizational culture, but they are an integral part of it. From how we deal with failure to how we praise successes – all of these affect employees’ feelings and values. An interesting example is Amazon, which maintains a culture of constant striving for improvement, bringing employees to always think about how processes can be improved.

    4. Hidden assumptions

    Hidden assumptions are those ideas and perceptions that have become so deeply ingrained that they’ve become almost invisible. This can be anything from a perception of “how a good employee should behave” to certain ideas about “what success is”. Once these assumptions are understood, it’s possible to start implementing changes that affect the entire culture.

    Why does it matter?

    Understanding these hidden factors is critical. Since organizational culture is more than just nice words or slogans, these are the factors that actually shape it and influence how everything operates in the organization – and ultimately business performance as well.

    In the next post, we’ll delve deeper into how a positive organizational culture can improve performance, and how you can identify and influence these hidden factors in your organization.

    Sources:

    1. Journal of Business Communication – Articles on the impact of communication on employee engagement.

    2. Amazon Leadership Principles – Amazon’s organizational culture and values: Amazon’s Leadership Principles