If you are a manager, these three practices are good to keep you become better and better in quality. Very few of you may have done with these, but the rest may never been thinking of and discover them as a good learn for practices. These three practices are adopted from wisdoms of Peter Drucker of Claremont Graduate University, Claremont. Drucker offers them insight as part of a strategy to make managers more effective and efficient business leaders. If you have not a manager yet, it’s still good for you to know about these three wisdoms even earlier as part of your practices to succeed your way to become a manager.
Here are the three practices that managers should learn and do:
(1). Track your decisions.
On every important decision or take some major action you make, try to predict and keep it as a record of what you thought would happen because of that choice. Then, the next period or any other of your own time set, go back and compare the actual results with your period-ago expectations.
You may find you failed to follow through on certain aspects of the exercise or that you didn’t link up with colleagues in your organization that may have had the time, skills or interest to tip the effort toward success. Each time you compare expectations with results, you’ll probably be surprised by what you learn. A serious gap will reveal where you may be behind the times, lacking critical knowledge or even heaven forbid incompetent.
Pointing the reasons for the gap can be very useful. For one thing, it alerts you to any resistance you might have to skills and information outside your own specialty. Also, the gap could point out that your knowledge or ability may have far more limitations than you had believed.
(2). Concentrate Your Effort – Save Energy.
Drucker encourages managers to concentrate their efforts in areas in which they are strong instead of wasting time trying to improve themselves in areas where they have little competence. It’s better to delegate to others those tasks in which you have less ability. In the long run, it saves time, money and lots of personal aggravation.
Here are unexpected benefits you will get when adopting this practice:
(-). As you recognize your weaknesses, you will quite naturally compensate for them by leaning on others to take up those critical tasks.
(-). As such, you will learn how much you need others and you also will discover how much you appreciate their skills and abilities.
(-). And, even more important, you will begin to exercise more conscious efforts in nurturing those strengths in others, and that will help you build rich, evolving and satisfying relationships with those colleagues.
Bundled them together, those acquired skills will make you a better manager.
(3). Learn efficiently.
Which way do you absorb information most effectively? some of you may answer it “by reading”, others may answer “by listening” or and the rest may answer “by watching. As it turns out, few people learn equally by all three ways. For some, the instruction manual works the best. For others, watching or listening to an expert gives them the knowledge needed to gain competence.
Most people don’t bother to invest the effort to reveal which method best suits them. As a result, many otherwise intelligent people can make bad decisions if they base them on this less-effective learning method.
You may discover, for example, that after a short marketing course you need to make notes to fix the ideas in your mind. And you may have to write out some sort of “decision tree” listing the pluses and minuses of an idea before you can determine what course to take next. Or, you may find the best way for you to absorb the meeting’s data and prepare your decision is to debate the issue silently in your head, or to discuss it with a small group of colleagues.
Here are the three practices that managers should learn and do:
(1). Track your decisions.
On every important decision or take some major action you make, try to predict and keep it as a record of what you thought would happen because of that choice. Then, the next period or any other of your own time set, go back and compare the actual results with your period-ago expectations.
You may find you failed to follow through on certain aspects of the exercise or that you didn’t link up with colleagues in your organization that may have had the time, skills or interest to tip the effort toward success. Each time you compare expectations with results, you’ll probably be surprised by what you learn. A serious gap will reveal where you may be behind the times, lacking critical knowledge or even heaven forbid incompetent.
Pointing the reasons for the gap can be very useful. For one thing, it alerts you to any resistance you might have to skills and information outside your own specialty. Also, the gap could point out that your knowledge or ability may have far more limitations than you had believed.
(2). Concentrate Your Effort – Save Energy.
Drucker encourages managers to concentrate their efforts in areas in which they are strong instead of wasting time trying to improve themselves in areas where they have little competence. It’s better to delegate to others those tasks in which you have less ability. In the long run, it saves time, money and lots of personal aggravation.
Here are unexpected benefits you will get when adopting this practice:
(-). As you recognize your weaknesses, you will quite naturally compensate for them by leaning on others to take up those critical tasks.
(-). As such, you will learn how much you need others and you also will discover how much you appreciate their skills and abilities.
(-). And, even more important, you will begin to exercise more conscious efforts in nurturing those strengths in others, and that will help you build rich, evolving and satisfying relationships with those colleagues.
Bundled them together, those acquired skills will make you a better manager.
(3). Learn efficiently.
Which way do you absorb information most effectively? some of you may answer it “by reading”, others may answer “by listening” or and the rest may answer “by watching. As it turns out, few people learn equally by all three ways. For some, the instruction manual works the best. For others, watching or listening to an expert gives them the knowledge needed to gain competence.
Most people don’t bother to invest the effort to reveal which method best suits them. As a result, many otherwise intelligent people can make bad decisions if they base them on this less-effective learning method.
You may discover, for example, that after a short marketing course you need to make notes to fix the ideas in your mind. And you may have to write out some sort of “decision tree” listing the pluses and minuses of an idea before you can determine what course to take next. Or, you may find the best way for you to absorb the meeting’s data and prepare your decision is to debate the issue silently in your head, or to discuss it with a small group of colleagues.
Once you recognize which method works best for you, use it. In all probability it’s not worth wasting time trying to develop strengths in the alternative ways because it’s unlikely you ever will gain competence using the other techniques. So use the most effective technique that suit you.
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