Skip to comments.8 Core Beliefs of Extraordinary Bosses
Posted on 04/30/2012 9:36:50 AM PDT by Quix
A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the "best of the best" tend to share the following eight core beliefs.
1. Business is an ecosystem, not a battlefield.
Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.
2. A company is a community, not a machine.
Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship."
Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the communityand companyat large.
The rest of the items are:
3. Management is service, not control.
4. My employees are my peers, not my children.
5. Motivation comes from vision, not from fear.
6. Change equals growth, not pain.
7. Technology offers empowerment, not automation.
8. Work should be fun, not mere toil.
I think the whole article is worth reading at the link.
In this era of shrinking jobs, I've observed that some managers seem to become MORE authoriTARIAN, harsh, punitive, dogmatic, acting more insecure, hostile, combative.
Employees feel desperate, threatened, defensive, combative.
All such increases the cortisol in the blood stream and shortens everyone's life as well as making whatever life is left fairly miserable.
The qualities of the excellent bosses are worth pondering and owning, incorporating into one's leadership and organization--even churches. If there's ever an era needing Christ-like managers and workers, it is now.
END TIMES PING LIST PING
Thanks, appreciate your goodhearted thread. All blessings, Joya
10. No one knows a job better than the person actually doing it. Tell them what needs to be done, not how to do it. Recognize and reward innovation.
11. Delegate, don't dump.
I should have noticed that but didn’t.
12) Remember this Reagan Quote - “You can accomplish much if you don’t care who gets the credit”
And if one is not always posturing and posing, scratching, clawing and competing . . . stepping on top of folks
to prove that one’s manhood is longer.
From the mind of Scott Adams.
I used to read Dilbert often. Now the only time I see any of those strips is when someone posts one on here.
Many of these management techniques, if I am not mistaken, are intrinsic to good military leadership, and I know that some of them are central to the leadership techniques taught to young officers in the Marine Corps’ Basic School.
I am reminded of the plaque that hangs in the administrative wing of The Basic School:
“In every war, Marines have borne a heavy burden far out of proportion to their limited numbers. This fact stands as a silent tribute to the individual Marine. Our present Basic School student will soon be leading Marines. It is your mission to educate this young officer and thereby make him worthy of this privilege.”
I look forward to comments from business people and those with a military background.
None are so blind as those who WILL NOT
And the Eloi walked calmly into the jaws of the Morlach’s caverns to be served as dinner.
Some folks see eternal priorities even in the trying times we live in.
It seems these challenging times make some folks better and some folks worse.
Praise God for bosses and leaders who are quality bosses and leaders.
It seemed to me that in many respects, the Navy, at least, was structured to minimize the damage a horrid boss could do while somewhat blunting the glory a great boss could earn. I know that wasn’t strictly true.
There were excellent Navy officers and certainly there were also some jerks. ... as there were E-6’s and up.
The !!!CONTROL!!! freak stuff could be outrageous, however.
I’m glad to hear that the Marine Corps is training for such values.
Trust is such a critical issue in leadership. And when trust is lost, it’s dreadfully hard to restore. . . . for many, in many situations, it’s impossible.
Too many of the Marines that came through the Navy Credo program in San Diego where I worked for 2 years . . . seemed to have been well trained as unthinking, undiscerning killing machines.
The staff felt—some of us—that there might be a place for such folks in the defense of liberty . . . but the sad horrors it brought to the lives of the men so trained . . . and their families were dreadful to observe.
OThuga loves to
KILL PEOPLE—THE MORE THE BETTER.
I think I’d rather my loved ones were fired vs genocidally murdered by a demonized Marxist traitor satanist to the hilt. Not that Marxist Mit isn’t on that same team. I just don’t see him AS GLEEFUL about killing. I think they both make horrid leaders.
OThuga’s lying is probably a few levels worse than Marxist Mitt’s.
I think his quote was actually that he loved TO BE ABLE to fire people, although that's still not it.
I'm a business owner myself, although I don't currently have employees. If I did, I don't want to fire them. It means that I screwed up in hiring them.
No, he has others doing his dirty work. Out of sight and out of mind.
Technically, you’re likely right.
I do suspect, however, that he loves to order it done.
. . . when his puppet masters allow him to.