Thursday, July 19, 2007

i-TFTD #34

i-TFTD #34

#34-1. It isn't the incompetent who destroy an organization -- it is those who have achieved something and want to rest upon their achievements who are forever clogging things up.

-Charles Sorenson

#34-2. There is nothing as useless as doing efficiently that which should not be done at all.
-Peter Drucker

#34-3. Today's newest breed of employee is the self-manager. These workers are the ones who survived the recent waves of downsizing, both by seeking and capitalizing on new opportunities and by learning new skills. Because these employees increasingly possess the skills and technological tools to supervise themselves - individually or in teams - they are eliminating the need for layers of management. More executives will soon find their jobs redundant, while self-managing front-line workers become highly valued and virtually fire proof. Everyone should strive to become self-managed. It is clearly the direction business is taking.

-John Challenger

Recent studies from diverse sources have highlighted how successful people let that success itself become a barrier to the next phase of achievement. The Enrons and Andersons or even the various derivatives trading disasters at Barings and Sumitomo did not have stereotypical "villains" at the center of those stories. In fact, "heroes" and "champions", brilliant whiz-kids, management gurus and hallowed institutions were the protagonists. All those who have achieved a leadership position should re-examine themselves and their environment to renew their self-image, re-assess their competencies and reorient. I recently read a book by executive coach Marshall Goldsmith called, "What Got You Here Won't Get You There" touching upon this subject. Compulsory reading for senior managers.

Part of what leaders need to do is to ensure that the right things are done before embarking on doing things right. The other aspect to reflect on is your equation with subordinates, many of who belong to a different generation.

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