To Manage Well - Do What Successful Managers Do

Nothing will help your road to success as much as studying the habits of those that already have.  Building upon available knowledge gives you the foundation for success.  From that foundation you will find your own identity and characteristics.

How do you learn all the tricks of the trade involved in leadership without spending the years suffering the pains?  Quite simply, you learn from those that took that very route.  Thanks to their trials, errors, and successes, you can avoid many of the barriers they encountered and propel yourself upwards much faster.  When you run into problems, you will know how they handled a similar situation and how they fared.  This allows you the advantage of insight.  You accelerate your progress by learning from those that have the experience, characteristics, and attitude that successful leaders and winners of life have.

Successful executives at mid and high level positions learned the majority of what they know from their initial supervisory position.  This book delves into the minds of many successful leaders at various levels, but particularly the initial level.  Experience at the initial level helps form your managing style.  If you want to succeed as a leader and many other aspects of life as well, you need to learn the secrets used by other successful managers.

“Leaders must invoke an alchemy of great vision.  Those who do not are ultimately judged failures, even though they may be popular at the moment.”  Henry Kissinger.

Effective managers know how to maximize the efforts of employees and the means available to them (equipment, processes, etc.).  More importantly, they know how to maximize their own efforts and that of their employees.  They maintain a long-term vision of the desired direction, while working through day-to-day operations.

The greatest common denominator of all great people is their commitment to living a moral, value-based life.  Strict morals (honesty, integrity, character, etc.) allow a person to avoid the pitfalls that befall so many men and women.  Successful people know that doing wrong, immoral things are paid for thousands of times.  Your conscience becomes ridden by guilt and you suffer a dear price.  Continued denial of wrongdoing furthers your erosion of character.  Others can see what you so desperately try to keep hidden and begin to question your character.  Strong moral values expand your influence while immorality restricts.

From book, "Strategic Insights - Managing By The Book" by Marvin Pirila

Bible And Christian Links To Great Sites

"Men are instruments in the hand of God, employed by Him to accomplish His purposes of grace and mercy. Each has his part to act; to each is granted a measure of light, adapted to the necessities of his time, and sufficient to enable him to perform the work which God has given him to do." Excerpt from "The Great Controversy Ended...A Glimpse into Eternity"

http://www.accreditedschoolsonline.org/online-degrees/bible/

http://www.biblegateway.com/
https://www1.cbn.com/
http://www.accreditedschoolsonline.org/online-degrees/best-online-masters-in-theology/
http://www.faithwire.com/wires/news/
http://www.onlinebible.org/:  Online Bible site for Europe.
http://www.onlinebible.co.uk/:  Online Bible site for United Kingdom
http://www.answersingenesis.org/:  Answers in Genesis
http://www.online-bible.com/maconlinebible.html:  Source for Online Bible Macintosh material.
http://www.gospelcomics.com/:  He Lived Among Us Comic Book.
http://www.olivetree.com/:  Olive Tree Bible Software for Palm and PocketPC Handheld Computers.
http://www.christianity.com/intothyword:  Into Thy Word Ministries, teaching people how to study the Bible.
http://www.online-bible.com/:  Source for Online Bible material.
http://www.scourby.com/:  Alexander Scourby narration of the KJV Bible.
http://www.songshowplus.com/:  Program for displaying songs, scripture, sermon notes, etc.
http://www.softwareforworship.com/:  Home page for Sing And Read software.
http://www.ubdavid.org/:  Free Bible studies correspondence program for young people.
http://www.apronus.com/biblesearch:  Search engine of the King James version of the Bible.
http://www.christianbook.com/:  Christian Book Distributors of Peabody Ma.
http://www.biblekeeper.com/:  A free online database of the Bible in several languages.
http://www.stempublishing.com/:  The collected writings of 20 'brethren' authors, history, etc.
http://www.bibles-for-the-world.com/:  Free resource to read and study the Bible online.
http://www.christianconcourse.org/:  Christian Concourse--that they be one as We are One.
http://www.isearchbible.com/:  Bible online Bible Study Tool.
http://www.torahclass.com/:  Torah teaching, Old Testament studies.
http://www.seekingchrist.net/:  A many featured Baptist source for the things of Christ and His Word.
http://www.123greetings.com/:  Religious Easter Ecards From 123Greetings.com
http://www.freebiblecommentary.org/:  Online verse by verse Bible commentaries (over 6,000 pages).
http://freeonlinebible.blogspot.com/:   Bible Surf - Free Online resource made for Christians by Christians.
http://www.godsminute.com/:  Daily Devotions, Free Weekly Bible Study.
http://www.christianity.com/:  Bible Study Tools to create personalized Bible Studies.
http://www.dibs.org/:  Bible college and seminary which offers biblical studies.
http://www.hlminc.org/:  His Love Ministries.
http://www.christianbooksbibles.com/:  Christian resources distributor online on Christian materials from leading publishers.
http://www.amazingbible.org/:  A mega-site of Bible, Christian & religious information & studies, doctrine, news, prayer, prophecy, sermons, spiritual warfare.
http://nobelists.net/:  50 Nobel laureates and other great scientists who believe in God.
http://www.biblerhymes.com/:  Bible stories in easy and fun to read poetry featured as hardcover and interactive online books. Also games, forums, and much more for all ages!
http://www.thebaptistpage.net/:  General interest Christian site with a Baptist twist. Includes Bible translation info, downloads, & more.

Thomas Jefferson On Differences Of opinion

"In every country where man is free to think and to speak, differences of opinion will arise from difference of perception, and the imperfection of reason; but these differences when permitted, as in this happy country, to purify themselves by free discussion, are but as passing clouds overspreading our land transiently and leaving our horizon more bright and serene." --Thomas Jefferson

The Benefits of the Exchange of Information and Opinions

"Nothing but good can result from an exchange of information and opinions between those whose circumstances and morals admit no doubt of the integrity of their views." --Thomas Jefferson to Elbridge Gerry, 1797. ME 9:385

"Men, according to their constitutions and the circumstances in which they are placed, differ honestly in opinion. Some are whigs, liberals, democrats, call them what you please. Others are tories, serviles, aristocrats, etc." --Thomas Jefferson to William Short, 1825. ME 16:96

"In every country where man is free to think and to speak, differences of opinion will arise from difference of perception, and the imperfection of reason; but these differences when permitted, as in this happy country, to purify themselves by free discussion, are but as passing clouds overspreading our land transiently and leaving our horizon more bright and serene." --Thomas Jefferson to Benjamin Waring, 1801. ME 10:235

"I am myself an empiric in natural philosophy, suffering my faith to go no further than my facts. I am pleased, however, to see the efforts of hypothetical speculation, because by the collisions of different hypotheses, truth may be elicited and science advanced in the end." --Thomas Jefferson to George P. Hopkins, 1822. ME 15:394

"One sentence of [M. de Buffon's] book must do him immortal honor: 'I love a man who frees me from an error as much as one who apprehends me of a truth, for in effect an error corrected is a truth.'" --Thomas Jefferson: Notes on Virginia Q.VI, 1782. ME 2:72

"By oft repeating an untruth, men come to believe it themselves." --Thomas Jefferson to John Melish, 1813. ME 13:212

"I have learned to be less confident in the conclusions of human reason, and give more credit to the honesty of contrary opinions." --Thomas Jefferson to Edward Livingston, 1824. ME 16:23

"The known bias of the human mind from motives of interest should lessen the confidence of each party in the justice of their reasoning." --Thomas Jefferson to James Ross, 1786. ME 5:323

"All know the influence of interest on the mind of man, and how unconsciously his judgment is warped by that influence." --Thomas Jefferson: Autobiography, 1821. ME 1:121

"The moment a person forms a theory, his imagination sees, in every object, only the traits which favor that theory." --Thomas Jefferson to Charles Thompson, 1787. ME 6:312

"I see too many proofs of the imperfection of human reason to entertain wonder or intolerance at any difference of opinion on any subject, and acquiesce in that difference as easily as on a difference of feature or form, experience having long taught me the reasonableness of mutual sacrifices of opinion among those who are to act together for any common object, and the expediency of doing what good we can when we cannot do all we would wish." --Thomas Jefferson to John Randolph, 1803. ME 10:436

"Differing on a particular question from those whom I knew to be of the same political principles with myself, and with whom I generally thought and acted, a consciousness of the fallibility of the human mind and of my own in particular, with a respect for the accumulated judgment of my friends, has induced me to suspect erroneous impressions in myself, to suppose my own opinion wrong, and to act with them on theirs. The want of this spirit of compromise, or of self-distrust, proudly but falsely called independence, is what gives [some opponents] victories which they could never obtain if these brethren could learn to respect the opinions of their friends more than of their enemies, and prevents many able and honest men from doing all the good they otherwise might do. These considerations... have often quieted my own conscience in voting and acting on the judgment of others against my own... All honest and prudent men [should] sacrifice a little of self-confidence, and... go with their friends, although they may sometimes think they are going wrong." --Thomas Jefferson to William Duane, 1811. ME 13:50

"I tolerate with the utmost latitude the right of others to differ from me in opinion without imputing to them criminality." --Thomas Jefferson to Abigail Adams, 1804. ME 11:52

"That there should be a contrariety of opinions respecting the public agents and their measures,... is ever to be expected among free men." --Thomas Jefferson: Reply to Leesburg Republicans, 1809. ME 16:352

"Every difference of opinion is not a difference of principle." --Thomas Jefferson: 1st Inaugural, 1801. ME 3:319

"Others... may condemn what they would not if seen in all its parts." --Thomas Jefferson: 1st Inaugural Address, 1801. ME 3:323

"When a man whose life has been marked by its candor, has given a latter opinion contrary to a former one, it is probably the result of further inquiry, reflection and conviction." --Thomas Jefferson to Peregrine Fitzhugh, 1797. ME 9:379

"With the same honest views, the most honest men often form different conclusions." --Thomas Jefferson to Robert Livingston, 1801. ME 10:284

"With a man possessing so many other estimable qualities, why should we be dissocialized by mere difference of opinion in politics, in religion, in philosophy, or anything else?" --Thomas Jefferson to Benjamin Rush, 1811. ME 13:116

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Proverbs 13:10 - - Pride only breeds quarrels, but wisdom is found in those who take advice.

Must we take advice from someone we truly disagree with? (13:10) - - The danger is in being too proud to listen. A proud person is argumentative, quarrelsome and automatically rejects advice. Wise people listen to counsel and consider it before deciding to accept or reject it.

Proverbs 19:27 - - Stop listening to instruction my son, and you will stray from the words of knowledge.

Proverbs 28:23 - - He who rebukes a man will in the end gain more favor than he who has a flattering tongue.

Proverbs 29:1 - - A man who remains stiff-necked after many rebukes will suddenly be destroyed – without remedy.

What does stiff-necked mean? (29:1) - - It describes a stubborn person who resists correction or challenges to his character. The opposite would be a submissive attitude pictured by a bending neck. The same term is applied in 28;14 to a rebellious person, who is described as having a stiff or hard heart.

Value Differences Of Opinion

"Truth between candid minds can never do harm." --Thomas Jefferson to John Adams, 1791. ME 8:212 A difference of opinion is imperative. Everyone has a point of view and opposing thoughts should be welcomed as opportunities. Opposing views allow you to consider any faults or weaknesses in your plan. There might even be something in your plan that you completely overlooked. There is no harm in listening to another person’s thoughts, but there is a lot of harm in not listening. By shutting others out, you are telling them that their opinions aren’t valued. If you include them in the process, they are more likely to try to make things work. Shut them out and you risk rebellion. They may undermine what could work and instead make it fail. Good plans often fail when workers don’t endorse them and bad plans often succeed when endorsed. "Difference of opinion leads to enquiry, and enquiry to truth; and that, I am sure, is the ultimate and sincere object of us both. We both value too much the freedom of opinion sanctioned by our Constitution, not to cherish its exercise even where in opposition to ourselves." --Thomas Jefferson to P. H. Wendover, 1815. ME 14:283 Unfortunately, my career has involved managers unwilling to accept a difference of opinion. In fact, I have been labeled by some as “difficult to manage” for citing a difference of opinion. I have tried to explain that a difference of opinion is often beneficial to an organization. Imagine a place where everyone did the same, thought the same, and expected the same. Imagine that a single person, or even a few, dictated what would and would not happen without any difference of opinion. If they are off the mark, uninformed, or unwilling to see things from a different perspective, the company could be in for real trouble. Conformity, head bobbing, and required silence is death to any organization. Any productive company realizes the need for different perspectives. The best solution usually lies between these differences, where everyone is involved and feels valued. - - - - -   The Plant Manager once asked me if something would run on our machine. He wanted to transfer work from a manual unit to mechanization. This is usually a good idea, except in a few cases. The mail he wanted run was not machinable and would have caused mechanical problems. He did not like me saying that it would not run, but he said nothing to me. Instead, he told the other supervisors that I would never supervise again. I was only a fill-in supervisor at the time. He clearly did not value my opinion or my experience in this area. He that won't be counseled can't be helped. Benjamin Franklin   Another time, this same plant manager held a meeting for all managers to establish his expectations. During the meeting, he suggested that we deny all limited and light duty employees any overtime opportunities. Contractually I knew we could not do this if the work was within their restrictions. I let him know that hoping to avoid the repercussions of such a policy, but he was not interested in what I had to say. He maintained his position throughout the meeting, but subsequently withdrew this part of his plan. This plant manager had a huge ego and believed the level of your position determined your importance. He once told me that if he or any other higher-level manager was on the floor I was to drop everything I was doing and follow him around. He made me feel like a person of sub-par status. For having lived long, I have experienced many instances of being obliged, by better information or fuller consideration, to change opinions, even on important subjects, which I once thought right but found to be otherwise. Benjamin Franklin

Creative Individuals Need Idea Champions

Creative people need idea champions to get their ideas promoted.  Without them, many great ideas lie dormant or die.  Unfortunately, idea champions are rare.

Creativity is lost without a Champion to Promote it

There are many creative people yet few innovators. Creativity is thinking up new things, innovation is doing new things. Ideas remain useless unless somebody takes responsibility for converting it from words to action. Innovators have the knowledge, energy, daring, and lasting power to implement ideas.

 

Odds that an American believes they have a good idea for an invention: 1 in 3. – Akron Beacon Journal, 9/6/01. 

 

You can improve the innovative abilities of employees by letting them work in various areas. The more they know about the different aspects of your organization the better their ideas. They will be able to take in different viewpoints and considerations in whether something might work or not. They would also see how their work contributes to the final product and learn the value of their duties.

 

In their book, In Search of Excellence, Thomas J. Peters and Robert H. Waterman, Jr., conducted an analysis of 20 years performance of a dozen or so major U.S. and Japanese companies. This in-depth study included 24 major business initiatives, such as GE’s unsuccessful foray into computers and its success in engineered plastics and aircraft engines. In 15 of the 24 successful cases, 14 involved a clear champion, while three of the nine failures had champions. The Japanese had six out of six successes with a champion and three out of four failures had none.

 

Breakthrough ideas can lie dormant for years, sometimes forever, if no one assumes the responsibility of taking action. Their proof is in their implementation.

 

A great thought will have opponents, which help the thinker fully explore the weaknesses and potential consequences of his thought. A totally committed person can withstand opposition to his thought.

 

The new idea either finds a champion or dies…No ordinary involvement with a new idea provides the energy required to cope with the indifference and resistance that major technological change provokes…Champions of new inventions display persistence and courage of heroic quality – Edward Schon, MIT 

 

Most corporations fail to tolerate the creative fanatic who has been the driving force behind most major innovations. Innovations, being far removed from the mainstream of the business, show little promise in the early stages of development. Moreover, the champion is obnoxious, impatient, egotistic, and perhaps a bit irrational in organizational terms. As a consequence, he is not hired. If hired, he is not promoted or rewarded. He is regarded as “not a serious person,” “embarrassing,” or “disruptive.” – James Brian Quinn

 

The level of innovation lies in the history of the organizations support for the same, knowing that it is the means of success. Organization’s that don’t support their employees going out on a limb to support an idea, will find their ideas not going anywhere. In a system that supports innovators, they will do so despite the certainty of repeated failure.

 

I’m a regular source of suggestions/ideas for my organization, but find it nearly impossible to find someone to champion them for me. As a result, they generally lie dormant or denied. One time I put in a suggestion that after denied lay dormant for a couple of years before reviewed again. Supposedly, a machine was coming that would replace the need for my idea. The machine took more than two years to arrive. The savings that my idea offered in the interim went overlooked. Once my idea was in place, I received half of the usual award. I was happy that it was finally in place, but I also felt like it didn’t receive the proper evaluation initially.

 

Ideas should be promptly reviewed, and if necessary, discussed with the employee to fully understand. Timeliness is critical to spurring additional ideas. 

 

Reviewing previously submitted idea proposals/suggestions is an excellent idea. Look at each with an open mind and don’t hesitate to follow up with the respective employee if you have questions or don’t understand. The review process should include a member of management and an employee from the respective operation in question.

 

Organizations must work at removing the disincentives that exist for innovators, such as a culture of risk avoidance and a lack of rewards. A successful innovative process entails easy, informal communications with no barriers to talking to one another. There must also be a substantial tolerance for failure.

 

Successful, lasting, and repeatable innovation is possible when certain factors are present. These factors include simple in concept; easy to execute; yield quick results; reasonable implementation cost; broad appeal; and tied to multiple people or parties. Successful innovation demands specifically dedicated resources.

 

Despite the great odds against some things working, there is a high probability of something succeeding if you try many things. As James Brian Quinn put it, “Management must allow a sufficient number of projects with a long enough lead time for the characteristic 1:20 success ratio to have effect. Initially, entrepreneurial managers may need to undertake projects in somewhat lower risk rations in order to build management confidence.” More “at bats” is the only way of assuring more “hits.” 

 

Thomas Edison epitomized the power of the individual mind with 1,093 inventions. This the most patents held by a single inventor. Source: Houston Chronicle, 3/29/98.

   

Tips to being more innovative 

• Develop awareness of yourself and external circumstances. Dare to re-evaluate every thought process you have. Exercise your mind by considering solutions after first discarding any assumptions/predisposed beliefs you may have.
• Consider problems as opportunities to put your creative juices to work.
• Accept different perspectives. Each of us has a context for our views and behavior. The more perspectives you consider, the more choices you will have about how to respond. Find a balance, neither clinging white-knuckled to your own views nor letting others define you and your behavior.
• Curiosity flows seamlessly from awareness, but only if you give yourself the freedom to risk and make mistakes.
• Routinely seek opinions from people who have no experience with the subject. These can be the most refreshing sources of new information, since they are not entrenched in assumptions and mindsets.
• Try new things. Even if they don’t work out, you’ll learn lessons to apply elsewhere.
• When you have a problem, work like a detective. Ask questions. Look at everything. Seek out experts for their views. Do your own research.
• Notice and eliminate assumptions. Sometimes they are wrong, yet we accept them as “fact.”
• Fire your inner judge. Give ideas time to percolate before assessing them.
• “Browse” everywhere--at the library or newsstand, at friends’ homes, even with the yellow pages. Explore new places and types of information. Take different routes.

People You Work With Know More Than You Do

First, there’s nothing to gain by pretending to know more about someone’s job than they do. Your job as a supervisor is to oversee the whole operation and bring it all together on schedule. Employees are the experts and know what can or can’t be done in their areas. If you want to be successful, you must be able to depend on them to get the job done efficiently. Asking them for their ideas will give them a sense of involvement, and ultimately a greater chance of buy in. You should see people, machines, and processes as an engine. One part doesn’t make it run, but all parts working together, simultaneously does. If one part fails, so will the engine.

The supervisors that are most comfortable in their positions are those that know all the jobs in their area of responsibility. If you don’t know something, find out. Learn everything you can about each job and you will be able to manage it much better.

Second, include the employees in the decision making process. If you are pressed for greater productivity, let the employees know that. Also, let them know how it benefits them. If their jobs are at risk because of low productivity, or a reduction in hours, many will respond to that. I’ve always had employees come to me with their ideas following such conversations.

Who knows the job better than those close to it? 

Third, include the employees in follow up discussions regarding progress or lack of progress. Post the results as often as they become available.

Fourth, monitor the process as closely as possible. Reward those that are making it work and deal with lagging employees appropriately.

The maximum contribution of a person to the organization and his own personal development is possible only when viewed as an expert in his or her job.
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“He who trusts in himself is a fool, but he who walks in wisdom is kept safe.” (Proverbs 28:26)

Why is self-confidence foolish? (Proverbs 28:26) - - We are warned here against thinking that we have all the answers, needing no counsel or discipline. Such a mindset is foolishness. We may be self-confident, knowing our capabilities and acting accordingly. But in order to be wise, we must also be aware of our sinfulness and weaknesses, submitting ourselves to wise counsel and discipline.

Morale Problems Are Fixable

Morale problems come from a variety of sources that include: excessive overtime; long hours; few days off; burnout; lack of job satisfaction; lack of discipline; bullies; sexual harassment; general harassment; rhetoric; broken promises; and lack of appreciation.

Low morale leads to additional problems that include lower productivity; higher sick leave rates; higher accident rates; resignations; tension and grievances. Just as there is a multiplying effect when things are going well, there is a snowball effect when things start to go poorly.

Situations that arouse fear and anxiety suppress many body functions and may suppress antibody production as well. Distressful situations may also upset production of hormones that have a role in emotional balance. An emotionally upset individual is much more prone to accidents. Obviously, sick leave rates would probably increase as well.

“Nothing is worse for morale than a lack of information down in the ranks. I call it NETMA – Nobody Ever Tells Me Anything – and I have tried hard to minimize that problem.” Ed Carlson, former president of United Airlines.

There’s no quick fix for morale problems. You have to proceed slowly and always with caution. The first thing you need to do is identify the real problems as explained first hand from employees. Consult each one separately with an open mind. Make notes of their concerns and follow up as you make progress. In fact, follow up periodically even if you haven’t heard anything. You can say something as simple as “I still haven’t heard back from John about the new schedule yet, but as soon as I do I’ll let you know.” People desperately want to be included in the loop, especially when it affects them.

Once you’ve identified a problem deal with it immediately. Harassment cases require immediate attention rather than waiting for it to wash out. In these cases, do a thorough investigation right away and make sure you keep notes. If things continue in violation of company policies, you will need them to establish a case for discipline and/or removal.

If you want to boost morale, don’t make promises you can’t keep. No one wants to hear hollow promises; they want to know what will really happen. You want people to believe what you have to say, so if you promise something, you need to see that it happens – no excuses.
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When do vows go too far? (42:37) - - When they cannot be fulfilled. The Bible cautions against making vows, but once made, they should be kept (Deut. 23:21-23; Eccl. 5:4-5).

Deuteronomy 23: 21-23:  21"  If you make a vow to the LORD your God, do not be slow to pay it, for the LORD your God will certainly demand it of you and you will be guilty of sin. 22But if you refrain from making a vow, you will not be guilty. 23Whatever your lips utter you must be sure to do, because you made your vow freely to the LORD your God with your own mouth.

A vow was a promise or commitment, a religious tribute to God.

The bible gives us the guidelines by which we should live our lives. The closer we align ourselves with God, the better our lives will be. God sets the ultimate standard that we must strive for.

Leviticus 5:4 - - “Or if a person thoughtlessly takes an oath to do anything, whether good or evil – in any manner one might carelessly swear about – even though he is unaware of it, in any case when he learns of it he will be guilty.”

How could someone take an oath and not know it? (5:4) - - This refers to an oath made before all the implications have been considered. The phrase describing such an oath could literally be translated chattering with the lips – talking without thinking. A broken oath was considered a serious offense in the ancient world, especially if it had been made to God. This probably explains why Joshua kept the vows made when deceived by the Gibeonites (Joshua 9:19) and why Jephthah kept his foolish vow (Judges 11:30, 35, 29).