Simply means to be prepared to find problems by being proactive.
Once work is assigned by a superordinate to a subordinate, the responsibility for the work being completed still rests with the one who delegated it.
Each time we trust someone we risk betrayal. Don't’ believe me? Have you ever met anyone named Judas? See?
The customer is NOT always right, but the customer is always a customer—to be won or lost.
This principle means that decisions should be made closest to the point of their impact so that those making it are invested in the success of the decision.
Work through what happened, break down the steps that were taken, analyze what happened, and make sure that what can be better executed the next time is better executed the next time. People will disappoint but not because they wanted to.
Creative people need to be encouraged to create and take risks. Organizations that never risk, never soar.
This is so basic. Know your mission. Do the mission and the mission only. Once you deviate from the mission, you’ve gone down the rabbit hole to irrelevancy.
This is related to number 1, but specifically calls attention to controllable things, e.g., seeking risk analysis professional assistance for negligence prevention, liability exposure reduction, inspect things that need to be inspected, deferring maintenance is a trap.
When something goes awry, try to resist the temptation of “off with their heads” and keep cooler heads around to see what happened to avoid it from happening again.
When venturing into new programs or initiatives, set reasonable time frames to evaluate whether you’re getting what you expected. In that time, be sure that if you are failing to meet expectations, how will you extricate the organization if you have to from this.
In advance, as best you can, have an exit strategy or point of return. “Know when to hold ‘em, know when to fold em;” and do it in advance.
If you have taken the time to write polices, be sure you have corresponding procedures for them. Policies alone are not workable without procedures. Keep minimum number of these so as to avoid red taping yourself like some duct taped hostage. And, if you have procedures, use them consistently to avoid legal issues, morale issues and other issues. Be consistent.
Many organizations take more time studying which copier to lease or buy than they do which people to hire. The investment in hiring requires best due diligence to avoid issues later that expose the organization to possible lawsuits for termination.
Along the way to success there are many milestones. But once an organization thinks it has succeeded, it has begun the slow (or fast) decline to oblivion. Keep setting new measures for success. Keep the proverbial carrot on a lengthening stick. Just keep bigger carrots on hand to keep people motivated.
This is the second part of the above. Even failure, however measured, is seldom fatal, unless you’re a surgeon or soldier.
Learn from failure so that it defines your forward not your back.
It’ll make you stronger and more effective. This presupposes you have the integrity and courage to admit your weaknesses. You have them, everyone does and employees are quick to assess yours even when you won't. To stay ahead of this, admit your weaknesses, and build your team around you to address those weakness so that as an entity the organization wins. It's not about you; it's about the success of the organization. And the mission.
This means that your funders, your customers, those who pay you are entitled to set the rules. If you don’t like the rules, work openly to change them through reason, not power or chaos or worse, by ignoring them. In a participatory democratic organization with confident and competent leadership, this is more often possible and with the subsidiarity principle in use, power struggles over rules can be minimized or avoided altogether.
Management by definition is getting work done through others. To succeed, you have to solve problems of all kinds. See pearl number 1!
This is a long story. But it goes like this: once a new manager was coming into his/her new office. The exiting manager was still cleaning out personal possessions as they briefly met each other and exchanged hellos. The departing manager says, “ I left four envelopes for you for when things get hairy.” In the next 6 months things begin to get hairy. The new manager remembers the four envelopes. S/he finds them in the center drawer and opens number 1 which says “blame it on your predecessor”. S/he calls a meeting and does exactly that to get people going again. That buys another 6 months or so. Then hairy begins again and s/he pulls out envelope 2 which says, “blame it on a subordinate”. S/he calls a meeting and in front of the assembled throws a subordinate under the bus. This buys another year when hairy again arises, envelop 3 is opened and it says “reorganize”. That buys another 1-2 years before inevitably hairy arises for real and envelope number 4 is opened and it says “write out 4 envelopes”
Organizations too often put off things they ought to do by excusing themselves they’ll just wait until the dust settles and they promise they’ll get to that, whatever that is. Well, the dust never settles and it shouldn’t because leadership should be stomping its feet and seeing that the wind blows all the time so that the dust never does settle. Keeping an organization sharp, striving toward success takes commitment to seeing that change is good, is a constant in a fast paced world. Do not let the dust settle.