Success is more likely to happend if the desired results are defined, a plan is layed out, evaluation and correction is done and we work hard at staying in that box. Or redefine the all the above.
We get outside that box when we try to shoot from the hip, or...when we attempt to circumvent the plan.
We want things to go well, people to get along, and just get the job done. Or...that's they way the Type A, Dominant personally, boss wants it. Right?
Yet....we have to do the basics of defining the box we have to work in. We have to write the policies and procedures, explain to all involved what we want to happen. People must be held accountable to their actions but they can't be held accountable to "things" we haven't explained very well..if at all.
Peter Drucker wrote, way back in 1967, that "a good manager has to manage by walking around, and he has to repeat his desires over and over again. And if he doesn't keep repeating himself people will not believe he is serious."
I've been told there is a book titled "Hope is Not a Strategy." The book is probably about managers lead (or not) by hoping someone will adhere to a policy or procedure that hasn't been written. There's very likely a chapter on those that think something really needs to get done but doesn't take time to tell anyone else and instead hopes it happens.
I bet there's even a chapter on two people working on a procedure together, implementing that procedure, and hoping it is correct....even though other people in authority over the procedures actions haven't been consulted.
To that end....define your box.
Blessings
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