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Top Mistakes Top Mistakes Managers MakeManagers Make
… and How to Avoid … and How to Avoid Them !!!Them !!!
A Quick QuizA Quick Quiz
Managers make mistakes Managers make mistakes because …because …– they’re dumbthey’re dumb
– they don’t carethey don’t care
– they’re in a hurrythey’re in a hurry
– they’re meanthey’re mean
– they’re poorly trainedthey’re poorly trained
– they focus on the visible they focus on the visible rather than the importantrather than the important
– they haven’t a cluethey haven’t a clue
Quick History of Business Quick History of Business MistakesMistakes
No sense of customerNo sense of customer– RRs, Ford, IBM, People Express RRs, Ford, IBM, People Express
No value of subordinatesNo value of subordinates– Harold Geneen, Deming gospelHarold Geneen, Deming gospel
No listeningNo listening– Edsel, Osbourne computers, KiwiEdsel, Osbourne computers, Kiwi
No seeing beyond selfNo seeing beyond self– autos & steel of 60s, Bill Gates??autos & steel of 60s, Bill Gates??
and some recoveries!and some recoveries!– new Cokenew Coke
Top Ten (Recent)Top Ten (Recent)
Failing to listenFailing to listen– keep ears open & mouth shutkeep ears open & mouth shut
80% effort for 20% results80% effort for 20% results– inability to prioritize work issuesinability to prioritize work issues
Failure to learnFailure to learn– doing same thing & expecting different resultsdoing same thing & expecting different results
Living in world as I want it to beLiving in world as I want it to be– reality beats fantasy every timereality beats fantasy every time
Making false assumptionsMaking false assumptions– verify your informationverify your information
Top Ten (Continued)Top Ten (Continued)
Failure to communicateFailure to communicate– words/actions mean different thingswords/actions mean different things
InflexibilityInflexibility– what worked last time …what worked last time …
Polishing images instead of resultsPolishing images instead of results– no limit to what one can achieve if you no limit to what one can achieve if you
don’t care who gets creditdon’t care who gets credit
Forgetting your customersForgetting your customers– internal & external customersinternal & external customers
Check the details!Check the details!
Sharing Some Personal NomineesSharing Some Personal Nominees
Positive disciplinePositive discipline– book vs. real-worldbook vs. real-world
» situation must support solutionsituation must support solution
Delegation is easyDelegation is easy– not too little & not too muchnot too little & not too much
Team from hellTeam from hell– downsizing by team decisiondownsizing by team decision
other storiesother stories
Basics of Good ManagementBasics of Good Management
Common senseCommon sense– set real goals, make good decisionsset real goals, make good decisions
Common courtesyCommon courtesy– involve people, share the praiseinvolve people, share the praise
Hard workHard work– set the exampleset the example
MagicMagic– excitement & enthusiasm … leadershipexcitement & enthusiasm … leadership– ““imaginization” & creativityimaginization” & creativity
Five Steps to Good Decision Five Steps to Good Decision MakingMaking
State problem/decision re organizational goalState problem/decision re organizational goal– often hardest stepoften hardest step
Gather information to understand issueGather information to understand issue– facts … and opinionsfacts … and opinions
Develop alternative solutionsDevelop alternative solutions– brainstorming … do not limit to obvious solutionbrainstorming … do not limit to obvious solution
Choose best alternativeChoose best alternative– devil’s advocate approachdevil’s advocate approach
Implement with benchmarks … & evaluateImplement with benchmarks … & evaluate– no management decision is 100% rightno management decision is 100% right
Some Recommended Some Recommended BooksBooks
Classics: Drucker, Practice of Management … Simon, Classics: Drucker, Practice of Management … Simon, Administrative Behavior … McGregor, Human Side of Administrative Behavior … McGregor, Human Side of ManagementManagement
History: Goodwin, No Ordinary Time … Womack, et al., History: Goodwin, No Ordinary Time … Womack, et al., The Machine that Changed the WorldThe Machine that Changed the World
Economics: Heilbroner, Worldly Philosophers … and, Economics: Heilbroner, Worldly Philosophers … and, Modern Economic SocietyModern Economic Society
Modern: Covey, Seven Habits of Highly Successful Modern: Covey, Seven Habits of Highly Successful People … Peters & Waterman, In Search of Excellence … People … Peters & Waterman, In Search of Excellence … Davidow & Malone, The Virtual Corporation … Morgan, Davidow & Malone, The Virtual Corporation … Morgan, ImaginizationImaginization