Overview Of Six Core Principles Of Good Management
Overview of six core principles of good management<br />Summary of “Awesomely Simply” by John Spence<br />
Principle #1 – vivid vision<br /> MISSION: description of whom we’re serving while we exist<br />VISION: what we want to become<br />CORE VALUES: outlines the behavior and commitments of our organization<br />These don’t mean a damn without some important things:<br /><ul><li>rather than creating a long and complicated statement that nobody understands or can remember, a “…good vision should be like a mantra: a few words, a simple phrase that can be repeated over and over again to keep people focused on the goal” (Guy Kawasaki)
COMMUNICATE THE VISION: it isn’t about being touchy feely, it’s about aligning your entire team in the same direction. This means that things will help you openly address challenges that might come up, that you can’t enable mediocrity anymore and that you follow through on your plans.
This is what you mission, vision and values are for. If you’re using them because they look nice on a wall or in your annual report, you are going to lose.</li></li></ul><li>Principle #2 – best people (1)<br />The future of your company is directly tied to the quality and talent of the <br />people you can attract and keep .<br />To help identify the top talent keep the following five characteristics close by in all times:<br /><ul><li>COMPETENCE
COMMITMENT</li></ul>“People are out most valuable asset” – IT IS NOT TRUE<br />“Your talented people are your most valuable asset, and your worst people are <br />your biggest liability”<br />Your lowest performing employee set the standard for acceptable performance in <br />your entire organization.<br />
Principle #2 – best people (2)<br />How you keep your people happy, so that when you have collected all the five characteristics employees in the market place, that they stay with you?<br /><ul><li>People are truly searching for two critical items: “The opportunity to do meaningful work on important projects with talented people, and the sincere appreciation for their contribution”
It costs you absolutely NOTHING to fill up 50% of that equation</li></li></ul><li>Principle #3 – robust communication (1)<br /> No #1 problem with struggling businesses is the lack of open, honest, robust and courageous communication.<br />Here are 6 incredibly simple and amazingly hard to accomplish aspects of such <br />communication:<br /><ul><li>HONESTY: just tell the truth all the time
EMPATHY: tell the truth frankly and directly but respectfully
COURAGE: have the courage to put uncomfortable topics on the table and force a discussion about them
SAFETY: create a safe environment if you expect people to have robust communication in their life. Don’t punish people for saying it like it is.
INTELLECTUAL RIGOUR: if people should be safe, ideas should not be. Challenge each others ideas in a respectful way.
TRANSPARENCY: information should flow through the entire organization freely. How else can you expect to get a tone of great ideas for your business or for people to truly understand the challenges and the opportunities you face?</li></li></ul><li>Principle #3 – robust communication (2)<br /> LISTEN!!!<br />
Principle #4 – a sense of urgency (1)<br />The game has changed so completely in the last years that:<br /> “the table stakes for business is now delivering very high quality, at the lowest possible price, with superior customer service, right now for every customer”<br />In a world like thisSPEED RULES!<br />In order to do this, there need to be clear and intended outcomes so that people <br />can actually take day-to-day decisions to advance towards the goal.<br />Give people the authority to actually make these decisions!<br />
Principle #4 – a sense of urgency (2)<br />4 level decision making model so that the appropriate people in your organization <br />are making the appropriate decisions:<br />Level 1 – a decision that you completely own as an employee<br />Level 2 – a decision on which you get some advice from an appropriate person in <br />the organization<br />Level 3 – a team decision<br />Level 4 – if you are the CEO is, put on quote my decision<br />
Principle #4 – a sense of urgency (3)<br />Put in practice the above model:<br />“If someone is always coming to you with questions they know the answers to, but really don’t want to take responsibility for, tell them that’s a level 1 decision”<br />“ If it’s clear that they need help form somebody in the organization, point them in the right direction to get that advice, but tell that after they need to make a decision”.<br />“ If it really does require the entire team to decide, TAKE THE APPROPRIATE STEPS TO MAKE THAT HAPPEN”<br />Rarely you can encounter decisions that really call for a level 3 decision and even rarely a level 4 decision.<br />MAKE IT HAPPEN!<br />
Principle #5 – disciplined execution (1)<br />Getting things done or implementing the things mentioned above is the critical key to success.<br />9 STEP PROCESS TO “GET IT DONE” !<br />1 - VISION AND VALUES<br />2 - STRATEGY: you need to focus on a few critical areas that will give the highest return (e.g. when Steve Jobs returned @ Apple he turned down 15 product lines to 4. That focus saved the company)<br />3 – COMMITMENT: take the responsibility to make the team to be committed and make the necessary changes if they are not committed.<br />4 – ALIGNMENT: everything from your vision to your day-to-day activities, everybody from the company must work towards the same goal.<br />5 – SYSTEMS: the goal is to make success repeatable in you day-to-day activities<br />
Principle #5 – disciplined execution (2)<br />6 – COMMUNICATION OF PRIORITIES<br />7 – SUPPORT AND TRAINING: not everybody in your organization is a genius in the field, yet! It’s your job to get them there with the support and training that they need<br />8 – ADJUST AND INNOVATE: deciding what to do and what not to do is not a one time board room event. <br />“It is a process that never ends. Measure the right things ,<br />and take constant corrective action.”<br />9 – REWARD AND PUNISH: “You should train them, then transfer them to a job they’ll be more successful at, and then terminate them if all else fails.”<br />
Principle #6 – extreme customer focus<br />“Delivering what it is important for customer service, <br />and hire the people who can deliver it.”<br />The most important things that customer want are:<br />RELIABILITY <br />PROFESSIONALISM<br />EMPATHY<br />RESPONSIVENESS<br />AMBIANCE<br />Finding the right people to deliver the above is the challenge!<br />“To get the best customer service – hire foe attitude and train for skills”<br />