Twenty New Management Styles
1) MANAGING BY WALKING FASTER THEN THE EMPLOYEES These kind of managers you will always see in the corridor, ten steps away. "We'll have to talk" you can hear them say, just as they have disappeared around the corner. 2) MANAGING BY STARING OUT OF THE WINDOW These managers you usually meet with their backside faced to you with their hands in their pockets. When you talk to them, their thoughts keep staring out of the windows. 3) MANAGING BY POST-IT'S Some managers forget everything. They want to impress you with their 'busy'ness by continuously writing on Post-it's while you are talking. 4) MANAGING BY DELEGATION TO THE SECRETARY These managers just delegate everything to the secretary. If He is good, He knows what she must do. 5) MANAGING BY KNOWING NOTHING These managers don't really know anything at all. They let YOU give answers. Meanwhile they fill the time with nice anecdotes of irrelevant cases. 6) MANAGING BY CONCEPTUAL THINKING These people try to explain the present from a theoretical view of the far future. The idea that this never will work, completely satisfies them: They will always have something to talk about. 7) MANAGING BY HIDING INFORMATION Information hiders are aware of the market value of strictly secret kept information. You must be very thankful to get any information at all. Beware of stimulants from category 5! 8) MANAGING BY DOING EXACTLY WHAT THE BOSS SAYS These managers prevent their bosses from creative thinking. Else they got more work to do. 9) MANAGING BY WALKING ONE FOOT BEHIND THE BOSS In hierarchical organizations you can watch those groups walking in the corridor. The more equal managers are directly followed by the lesser equal managers, and so on. 10) MANAGING BY SMILING AND WEARING NICE SUITS If you drink beer with them, lunch with them, smile to them and also wear nice suits, nothing can stop your career anymore. 11) MANAGING BY STUDYING Despite their continual attendances of all kind of studies and congresses, they still belong to category 5. The longer they learn, the further they get from the practice. 12) MANAGING BY CREATING VAGUE OVERHEAD SHEETS Do you know them? Those sheets with some big arrows, boxes or circles? These sheets provide the ultimate proof of their overall brilliance. 13) MANAGING BY OPEN DOOR AND EMPTY ROOM This is a major improvement of the older 'OPEN DOOR' management style. Now you can really walk in and out anytime you want. Nobody ever knows where these managers are. 14) MANAGING BY SPEAKING WITH OTHER MANAGERS This kind of managing is very popular. It will give them within a few hours the same information as an employee can tell them in 15 minutes. 15) MANAGING BY HAVING A NON SUPPORTING INFRASTRUCTURE In an organization with a hopeless infrastructure, managers are really necessary. These managers will naturally prevent the organization from having a better infrastructure. 16) BUA MANAGEMENT ( BY USING ABBREVIATIONS ) This management style is ATRASACWOC. ( Adopted To Reach A Shorter And Clearer Way Of Communication ) 17) MANAGING BY USING BUZZ WORDS These managers like to bluff your head off with hip, nearly undefined, terms. 18) MANAGING BY REORGANIZATION If they think there is nothing more to organize, they reorganize. 19) MANAGING BY BELIEVING These managers must be spiritual educated, because they have no clues at all. 20) MANAGING BY FORGETTING PROMISES If you remind them to one of their promisses, the priority of that promise is to low to remember. The Most Important Leadership Principle by Jack Canfield Take control of your behavior. In one of my recent books, The Success Principles, I taught 64 lessons that help people achieve what they want out of life. From taking nothing less than 100 percent responsibility for your life to empowering others, these are the fundamentals to success - and to great leadership. When people ask me for the single most important principle, I share a simple formula. For years, I've been teaching top leaders and thinkers in our world this formula that helps guide their decision making and pathway to success. I don't know any successful leader who doesn't keep this in mind daily: E + R = O (Events + Responses = Outcome) The basic idea is that every outcome you experience in life - whether it's success or failure, wealth or poverty, wellness or illness, intimacy or estrangement, joy or frustration - is the result of how you have responded to earlier or events in your life. Great leaders don't just know this instinctively, but they make it a habit to respond in ways that generate the outcomes they want, even during extremely tough experiences or events seemingly beyond their control. If you don't like the outcomes you are experiencing, there are two basic choices you can make: Choice No. 1: You can blame the event (E) for your lack of results (O).. in other words, you can blame the economy, lack of money, support or education, racism, gender bias, your wife or husband, your board's attitude or your employees and colleagues. There's no doubt all these factors exist, but if they were the deciding factors, nobody would ever succeed - and we'd have leaders without direction, focus and solutions. For every reason it's not possible, there are hundreds of people who have faced the same circumstances and have made it. Choice No. 2: You can instead change your responses (R) to the events (E) until you get the outcomes (O) you want. You can change your thinking, change your communication, change the pictures you hold in your head and you can change your behavior. That's all you really have any control over anyway. Unfortunately, most of us are so engrained in our habits that we never change our behavior. We get stuck in our conditioned responses to our spouses and children, our colleagues and employees at work, our customers and clients, our students and the world at-large. You have to gain control of your thoughts, images, dreams and daydreams, and your behavior. Then you will realize measurable results that you want. If you don't like your outcomes, change your responses. Make It a Habit to Ask for Feedback Leaders cannot work in a vacuum. They may take on larger, seemingly more important roles in an organization, but this does not exclude them from asking for and using feedback. In fact, a leader arguably needs feedback more so than anyone else. It's what helps a leader respond appropriately to events in pursuit of successful outcomes. If you want to have a wonderful, supportive relationship with your team at work but they are angry with you for neglecting their needs as loyal employees, what do you do? Get mad at them for being upset? You can either see it as an opportunity to improve yourself and correct your behavior, or you can see it as the world ganging up on you and insulting you. Your goal of having a supportive relationship is telling you that you may have gone off course. To get back on course, listen and take the appropriate action. Open up lines of communication and act like a true leader. So how can you become successful in dealing with feedback? The answer is to ask for it in a safe space. Don't be vague about what kind of information you want. Ask for it in specific terms. Ask how you are limiting yourself, how you can improve and what it will take to get back on course. Trust your gut feeling about things, listen to what others are saying and look at the results of your actions. Once you know the truth, you can set about taking action to improve. Everyone will be better for it. [About the Author: Jack Canfield is co-founder of the Chicken Soup for the Soul brand and an authority on peak performance. ] The New Donkey and the Dog Story *Read and think - You may find one in your midst * There was once a washer man who had a donkey and a dog. One night when the whole world was sleeping, a thief broke into the house, the washer man was fast asleep too but the donkey and the dog were awake. The dog decided not to bark since the master did not take good care of him and wanted to teach him a lesson. The donkey got worried and said to the dog that if he doesn't bark, the donkey will have to do something himself. The dog did not change his mind and the donkey started braying loudly. Hearing the donkey bray, the thief ran away, the master woke up and started beating the donkey for braying in the middle of the night for no reason. *Moral of the story " One must not engage in duties other than his own" * *Now take a new look at the same story... * The washer man was a well educated man from a premier management institute. He had the fundas of looking at the bigger picture and thinking out of the box. He was convinced that there must be some reason for the donkey to bray in the night.. He walked outside a little and did some fact finding, applied a bottom up approach, figured out from the ground realities that there was a thief who broke in and the donkey only wanted to alert him about it. Looking at the donkey's extra initiative and going beyond the call of the duty, he rewarded him with lot of hay and other perks and became his favorite pet. The dog's life didn't change much, except that now the donkey was more motivated in doing the dog's duties as well. In the annual appraisal the dog managed "ME" (Met Expectations) . Soon the dog realized that the donkey is taking care of his duties and he can enjoy his life sleeping and lazing around. The donkey was rated as "STAR PERFORMER". The donkey had to live up to his already high performance standards. *Soon he was over burdened with work and always under pressure and now is looking for a NEW JOB ... * *Disclaimer: All characters in the story are not at all imaginary. Any resemblance to person living or dying of work is purely intentional * ** -- "A strong positive attitude will create more miracles than any wonder drug" - Patricia Neal Vanakkam Subbu
