Revitalize oneself
- Goal and vision taught by Verdi
All
my life as a musician I have striven for perfection. It has always eluded me .
I surely had an obligation to make one more try. Verdi
- Gods can see them - Phidias the suplture know that the Gods can see what others could not. They are not willing to do work that is only average. They have respect for integrity of their work. In fact, they have self respect.
- Continuous learning
Every
subject makes different assumptions and employs a different methodology
- Reviewing
What
are the things on which we should concentrate? What are the things we should
improve? What are the things each of us needs to learn?
- What is necessary in new position
What
do I need to do now that I have a new assignment to be effective?
What
it requires in not superior knowledge or superior talent. It requires
concentration on the things that the new assignment requires the things that
are crucial to the new challenge, the new job, the new task.
- Writing down
When
taking key decision write down what results to anticipate. Later check the
actual results against anticipations
It
brings out what our strengths are, where improvement is needed and what kind of
improvement is needed.
- What to be remembered for
It
should change both with one's own maturity and with the changes in the world
One
thing worth being remembered for is the difference one makes in the lives of
people
Managing
The Boss
- Make a "boss list"
A
boss is anyone who has the power and anyone who is likely - let alone certain - to be listened to when
she has an opinion about you, your performance, your work, your competence and
qualifications
- Asking each for her input, and giving each your own input
What
do I do and what do my people do that helps you do your job?
And
what do we do that hampers you and makes life more difficult for you?
- Enabling bosses to perform
- Playing on the bosses' strengths
- Keeping bosses informed
- Protecting bosses from surprises`
- Never underrating bosses
One can communicate
only in the recipient's language or in his terms. And the terms have to be
experience based.
In communicating,
whatever the medium, the first question
has to be, "Is this communication within the recipient's range of
perception? Can they receive it?"
The Elements of
effective decision making
Good decision makers
don't make many decisions. They make decisions that make a difference. And they
know when a decision is necessary.
The most difficult
and most important part of decision making is to make sure that the decision is
about the right problem.
Good decision makers
know how to define the problem. They ask " what does the decision have to
do to be appropriate to the problem?" Good decision makers don't even
think about what is acceptable to whom and what compromises have to be made until
they have thought through that the right decision is. But the good decision
makers know that, in all likelihood, they will have to make compromises in the
end. And they know the difference between the right compromise and the wrong
compromise.
The Elements of
Decision Making
You minimize risk by
following seven elements of effective decision making, which are
- Determine whether a decision is necessary
- Classify the problem
- Define the problem
What
is this all about?
What
is pertinent here?
- What is key to this situation?
- Decide what is right
- Get others to buy the decision
- Build action into the decision
A
decision is a commitment to action Until the right thing happens there has been
no decision
- Test the decision against actual result
How to make People
Decisions
There are 5 steps in
making people decisions: Carefully think through the assignment Look at 3-5
qualified people. Consider each candidate's strengths. Discuss each candidate
with his or her colleagues and bosses. And make sure the appointee understands the
job and what it requires, and reports back on it once he or she is in the job
No matter how
carefully organizations hire people, they won't perform if put into the jobs
that are the wrong ones for them.
The manager must
accept responsibility for any placement that fails. TO blame the nonperformer
is a cop out. The manager made a mistake in selecting that particular person.
The manager has responsibility to remove
people who do not perform. There is an old military saying, "The soldier
has a right to competent command". The incompetent or poor performer, when
left in his or her job, penalizes all others and demoralizes the entire
organization.
Just because a
person doesn't perform in the job they were put in doesn't mean that person is
a bad worker whom the company should let go. It only means that he or she is in
the wrong job.
The success rate of
the second chance is amazingly high, but one caveat: only one second chance.
The person who does not perform twice in a row better go to work for your
competition.
The manager must try
to make the right people decision for every position.
Newcomers are best
put into an established position where the expectations are known and help is
available.
Making people
decisions is the ultimate means of organizational control.
Employees judge the
values and the competency of their management by their people decisions.
