Managers can use power, money or certain circumstances to achieve short-term results. However, motivation is crucial for achieving long-term results.
The Practising Manager’s Growth Mantra-Growth in an enterprise is created through remarkable achievements, not incremental achievements like efficiency or effectiveness.-Remarkable achievements are possible only in complexity.-Only volitional engagement can work in complexity. Luckily, there is no certainty in complexity. Hence, motivational engagement cannot work.-People who make choices based on the purpose can only be volitionally engaged—they are the growth managers, the leaders.
What is the cost of replacing and bringing up to speed one of your managers, supervisors, or front-line employees who left because they were frustrated with your organization’s leadership?
Management informs. Leadership applies. The effective managers inform accurately. Effective leaders apply wisely.
Leadership is about taking steps while management is about drawing the map on the steps to take. Managers simply plan, leaders simply execute!
Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.
When people feel trusted, they'll begin to understand they are contributors--and you'll get great ideas and happy people.
The natural result of utilizing different perspectives is that people are more engaged because they feel their opinions are important.
Good managers don't set a goal to increase efficiency, but rather an implementation of business process improvements that result in higher efficiency as well.
In order for collaboration to take place, managers must give up their silos and their perceptions of power.
A manager must appreciate and understand the importance of every resource he has. There is a specific purpose for every resource. It is the duty of the manager to utilise the resources to the fullest in the most appropriate manner.
Unfortunately, the board of directors that the middle managers report to generally make them aggressive. Imagine being hired into a company and then being told that you have to ignore the emerging health and safety issues (This is illegal!) and not inform the workers that the system is known to be dangerous (This is illegal!). You have two options: To go to jail for illegal activities sometime in the future, or to lose your job now and have all your USA workplace rights removed for recognizing the illegal activities that your Directors want you to engage in. Welcome to the corporate America management team!
Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.
Research has found that in most companies managers who get promoted rapidly spend most of their time networking and politicking, while their more effective colleagues spent their time building their units and developing their people.
It’s unfair to see managers buying brand new cars for themselves when the salaries of their workers still remain unpaid! Good leaders are not selfish thinkers!
USA corporations are legally regulated by laws which their managers know are rarely enforced. This criminal activity is what the USA government calls: Deregulation.
One of my astronomy managers used to tell me that liquid nitrogen was harmless and was just liquid air. He would pour it onto his bare hands to demonstrate how safe he thought it was. I was later to realize that incompetence was a feature of high altitude astronomy.
If we agree that the education, employment and retirement continuum is no longer a linear “cradle to grave” construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.
People with power listen less carefully, and have difficulty taking into account what others already know.
As managers rise up the hierarchy, a host of situational forces come to bear on them which can easily undermine their respect for the people on the front lines, and hence cause them to disregard the value in front-line ideas.
Convincing a leader of the value of front-line ideas alone is rarely enough for that person to overcome years of entrenched bad habits and to change his management style.
Managers and leaders cause most of the organizational confusion and frustration by not doing their jobs — their real jobs.
…golf was no longer the most interesting sport to the corporate czars because they found playing with natural balls much more satisfying.
Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems.
People with power do not regulate their behavior as much. They become egocentric and preoccupied with their own self-interest, which eclipses their awareness of the interests of others.