ANOTHER VERY BAD IDEA THAT MOST MANAGERS BELIEVE: “We live in a world of scarcity.”

Actually, “The most important things are plentiful.” In today’s business world where knowledge, creativity, beauty and connections matter far more than the balance sheet. All of these are plentiful and become even more valuable as they are used. Unfortunately because they are “free” managers tend to devalue them. As a result we are all poorer.

A VERY BAD IDEA THAT MOST MANAGERS BELIEVE

The bad idea is: “We need to change the people.” A much better idea is: “We need to draw out the greatness in everyone”

As managers, the story we tell ourselves is that our people are frail, weak and imperfect. It follows that our job is to change them and improve them. This is a total waste because it can’t be done. This story is only partly true; a more useful story is that we all have a bit of god in us and a bit of the devil. Managers with this story spend their time looking for the “god,” reminding people of the best of who they are, drawing out the greatness that already exists inside and putting this to work within the organisation. I wrote a book on this, it's called "Buddha Hunters."

WHAT IS MORE IMPORTANT: THE PEOPLE YOU SELECT or HOW THEY WORK TOGETHER?

WHAT IS MORE IMPORTANT: THE PEOPLE YOU SELECT or HOW THEY WORK TOGETHER?

In my experience, no matter how good your selection processes are, or how talented your people are, you will not be successful unless they understand, value and trust each other.

Which do you think is more important? Why?

ARE WE INDIVIDUALS FIRST OR COMMUNITIES?

Margaret Thatcher famously said: "There is no such thing as society:
there are individual men and women,
and there are families."

I think the ancient Chinese poem attributed to the Sage Wu Wei Wu, is more correct: "Why are you so unhappy? 
Because ninety nine percent of what you think, 
And everything you do,
Is for yourself,
 And there isn't one.”

WHAT DO YOU THINK?

WHY DO SO MANY MANAGERS HATE THE STRATEGY PROCESS?

WHY DO SO MANY MANAGERS HATE THE STRATEGY PROCESS?

In my experience many line managers dread the annual strategic planning ritual. Too many processes are driven by numbers and analysis in large spreadsheets. It has little impact on organisation’s actions. It does not produce novel strategies. Instead, it perpetuates the status quo.

In a predictable market where there are few changes required in either technology or people, a weighting towards logic may be appropriate; however, in a less predictable market (and today most are) more magic (sometimes called Wicked) approach is needed

In my experience most New Zealand organisations rely far too much on the logic approach. As a result, many strategic workshops are boring, and not nearly as successful as they could be. We need a new model of strategy.

What do you think?

WHO SHOULD DRIVE THE STRATEGIC PROCESS - ANALYSTS OR LINE MANAGERS?

WHO SHOULD DRIVE THE STRATEGIC PROCESS - ANALYSTS OR LINE MANAGERS?

In my experience Line Managers are far better drivers of strategy because they understand the issues and reality in the market place. They are also the people who must execute the strategies and therefore their ownership is vital. Managers do not have sufficient ownership or understanding when strategies are presented to them by analysts. 

What do you think?