THE IMPORTANCE OF DESIGNING A PERSONAL OPERATING PHILOSOPHY:
1. Basic beliefs about people
- They are inherently self-centered and self-seeking and, in general, willing workers.
- They need vision or purpose that can transcend self, yet mutually coexist with self interest.
- Everybody has opinions and better ideas on most subjects, but when it comes time to be "doers," the crowd dwindles.
- Identify those around you who are thinkers/doers/owners and work aggressively to empower them and remove roadblocks from their paths.
2. Personal responsibility/commitment/ accountability
- Authority travels with responsibility and so does accountability. A manager is responsible for all that his or her work unit does or fails to do.
- Availability of rope will never be the issue, but rather the willingness to recognize and define the expectation, responsibility, and feedback that goes with it.
3. Autonomy
- It's there! I expect people to use it; if not used productively it will be restricted individual by individual.
- Use informal communication and counsel rather than extensive formal reporting and memo writing.
- Results orientation. We are running a business and as such our decisions, actions, and priorities should clearly reflect that fact.
4. Reaction to performance
- Reports of bad news should be communicated as quickly as available and should be accompanied by suggestions to improve the immediate situation and followed up with appropriate ideas for system changes in the future.
5. Regarding recognition, stature, and rewards
- Much can be accomplished if you don't care who gets the credit.
- I believe in taking a little bit more than my share of the blame and a lot less than my fair share for the credit.
6. Expectations or Information
- Once an expectation is established and agreed to, I assume it will happen within control limits unless advised otherwise.
- Early understanding and signaling a variance from expectation indicates "on-duty" management or someone who is on the job.
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