Peak instead of average is the goal
Because getting from A to B quickly, but also safely at any time is a mixture of driving technique, social competence, strength of character and personal preferences. It takes a while in management to let go of the "driving instructor". Usually there are even more: an MBA lecturer, on whose lips you hang, a standard work on managing, you devour or a mentor in the Companythat impresses one. The good thing about it: what you learn in this way usually leaves you accident-free, but not always fast.
However, if you always drive the way the driving school teaches, you will be an average driver throughout your life. Whoever manages as textbooks, ProfessorTo propagandize older and older role models becomes an average manager, has a career that is okay, and is valued as a dependable workhorse. The good thing about golden rules is that they allow a level on which you can work well.
Giving the gas instead of braking
However, as a manager, if you want to be a leader, a real leader, you have to be prepared to break the rules and know how to do it in order to maximize your success. This is also like on the road: In the driving school, you learn to brake in time, but not when it is better to go on the gas and turn the obstacle elegantly and quickly.
If excellent management means implementing projects efficiently (fuel-efficient) at maximum speed (fast) and in excellent quality (safe and prudent), many golden rules become well-intentioned advice from which top executives must emancipate themselves. It takes courage above all else. Because golden rules are never completely wrong, they serve a security need that needs to be overcome in order to unlock all of their leadership potential.
5 golden rules that top managers must break:
Rule 1: Make sufferers involved! :
- That's how it's done on average: Whatever you want to change or develop in management: Include as many affected colleagues and employees as possible in order to have a broad base.
- This is how it makes the point: You can never please everyone anyway. Therefore, take only a few, but competent conviction duds on board, who think clearly and focused on success, who prefer to implement than to discuss and convince the other, if possible excite, but can also force to go along the path decided.
Rule 2: Specify fixed goals!
- That's how it's done on average: When you're looking at a goal, such as cutting costs by 10%, you're making it clear and asking for solutions on how to do that.
- This is how it makes the point: Fixed goals are brakes, not an accelerator pedal. Let's think about which maximum savings are possible under which conditions. Almost always more than 10 percent come out of it. The problem with targets is that, ideally, they will be achieved, but not exceeded, even though more would have been possible.
Rule 3: Give each meeting an agenda!
- That's how it's done on average: Start three hours and structure them exactly who is allowed to record which topic in which time window. So you have a clear process, which you orientate yourself and to which you can cling if necessary. And nobody can dance out of line.
- This is how it makes the point: Traditional meetings and workshops always take longer than necessary. If you want to be faster, you have to think about what is essential for clarification and decision. This is exactly what is involved in the opening of the meeting. In the episode focus exclusively on it and press on the tube. Agendas always only clarify what is being talked about. Result lists are better: they determine what needs to be decided.
Rule 4: make decisions by consensus!
- That's how it's done on average: Only decisions that are made by consensus are really viable, because only these are implemented by all involved.
- This is how it makes the point: "Who owns the decision? - Who is responsible for the result? "The first thing to clarify. If you have a two-thirds majority for the question of separating yourself from less lucrative customers, then all doubters must follow suit. Unanimity produces only pejorative compromises. If somebody shoots across, you have to clear that up.
Rule 5: Plan all projects!
- That's how it's done on average: When a CRM launch, conquest of a new market or another strategic heavyweight is decided, you develop a plan that omits any eventuality. Do everything possible to hit your fixed milestones by precision landing.
- This is how it makes the point: Plans do not produce productivity but unnecessary complexity. Whoever backs up activities, plans and milestones loses sight of the goal and the necessary progress. Instead of milestones, parameters are better at measuring your progress. These are the values you pursue rather than permanently managing activities that may be helpful but not really necessary. Do not be busy, but productive!
5 rules of many
Of course, these five rules are only examples of many others. A well-known chess quote reads: "A good player knows the rules, a master the exceptions!" It takes some experience and a lot of self-confidence to disenchantment golden rules in management and replace them with better ones. For managers who want to grow above the average, this development step is without alternative.
Always remember: As a leader, you control your business, and you learn to drive properly after the driving school.
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