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19 Redefining management


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19 Redefining management

  1. 1. People act according to the ideas they apply to ‘see’ and ‘understand’ and ‘relate to’ the situation. These ideas exist on what I describe as a ‘frame’, like a power point frame. Technically it is a mental set, as discussed in full in the book The Origin of Consciousness, frame is a simpler term carrying better visual image of how it works in us. The intensity of any set of ideas is due the emotions associated with those ideas. So the more positive ener- gy, the more ‘motivated’ we are, the more negative energy, the more resistant we are. There are two fur- ther key issues. First, every frame is linked to our spirit, specifically draws substantial emotional connection from our spirit. I define our spirit as the core emotional structures we developed prior to language, in particular emotions about ourselves, and our link to the external world. So we could be tentative, or confident, enquiring or with- drawn. Finally, any particular frame is linked to associated or related frame, that is ideas that are not directly the idea in question but bear to the overall topic. In a job for example, a person may be directly motivated by the work, but be demotivated by view of making profits, or views on conservation, or on the ethics of the directors of the business, etc. No thoughts exist in isolation. The simplest way is to understand the role specifica- tion of the job on a frame and as the way the person ‘sees’ the job. I describe this as the person ‘orientating’ themselves to the job via their game plan. Greatest team performance requires management plus leadership. There are now two major tasks. Management, thinking our what has to be done to have greatest chance of success, and leadership, interacting with people guiding them do what is needed with commitment and energy. Management: Getting the role specification clear on paper. Leadership: Guiding people adopt the role specifica- tion, hold it on a frame in their mind and adapt it to their skills so form their unique game plan for the job and live out that game plan to enable the greatest work life satisfaction. Management is first getting it clear on paper. Management is a crucial step done at one’s desk, ap- plying the goal-action principle to every role, drafting the role specification on paper, sharpening it, refining the business processes so the role is tightly and smooth- ly integrated into the whole organization. It is thinking out what the team needs to do to enable the greatest chance of greatest success. (For a full discussion apply- ing the goal-action principle in organizations see News- letters 3, 4, 6, 7, 9, 11, 14 and 15.) Leadership is guiding people to act out that which they agree to on paper. There is an important step between ‘definitely’ manage- ment and ‘definitely’ leadership, namely having people agree that the role specification represents the greatest chance of greatest success in the role. I prefer to see it as the last step of management, where people asked to apply the intellect, their experience and answer the question: If a person acts out with commitment the ideal actions in the role specification, would they achieve the results stated? There is no commitment, no emotion, merely judgement. Hence ‘management’. To get it really clear in mind it needs to be first clear on paper. Have you ever had the experience ‘yes, I know what I am doing’ then when asked to write it down you only knew it 8 out of 10, and improving your clarity to 9 out of 10 enabled a better result. Reread the following key principles. Current effort and current game plan delivers the current result. If we build a better game plan apply current effort, we get an improved result. If we build a perfect game plan and apply current effort, we get a much improved result. (For a discussion on perfect human performance see Chapter 10.) Management is more important than leadership. It is easier to get it clear, to think it out than it is to inspire people to work harder. Second no matter how hard people work if they are doing the wrong things they will fail. By being good managers, by getting it clear and gaining agreement it is clear, we lay the base of success and ena- ble better performance than would be achieved otherwise. Motivation follows success. Imagine guiding the team to get it much clear. Then imag- ine the team acting out the clearer ideal actions resulting in greater success. How will they feel? Exactly. Even when the success is not acknowledged by senior manager, people know in their heart, they feel better about themselves as they look in the mirror in the morning. Knowing it clearly enables doing it to standard. The suc- cess from yesterday plus knowing it clearly enables going in next day and doing it again. Work life gets more fulfilling. Game plan (management) + Engagement (leadership) = Result Keeping leadership simple. With strong effective management, then leadership can be as simple as saying ‘thank you’ when things done right, and ‘oops, what are we doing about that’ when things not done right. Newsletter 19 Redefining management Newsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.