Those who perform love what
Those who perform love what
they're doing. I'm not saying they like everything they do. That's
something quite different. Everybody has to do a lot of the routine;
there's an enormous amount of the routine. Every great pianist has to do
three hours of playing scales each day. And nobody will tell you they
love it. You have to do it. It's not fun, but you enjoy it because even
after forty years you still feel the fingers improving. Pianists have a
wonderful expression I heard many years ago: "I practice until I
have my life in my fingers." And, sure it's a dull routine, but you
The same is true of people I've
seen in business who enjoy the work. Their routine is: It's got to be
done, and I enjoy it because I enjoy the work. And that is the
difference, I believe, not between mediocrity and performing, but
between what you call a "learning organization"-one where the
whole organization grows and then the process changes-and an
organization that may be does very well but nobody misses it after five
ACTION POINT: Practice until
you have your life in your fingers.
"Meeting of the
minds," Across the Board: The Conference Board Magazine
LEGITIMACY OF MANAGEMENT
It is the purpose of the
organization, and the grounds of management authority, to make human
It is the task of management to
make the institutions of the society of organizations, beginning with
the business enterprise, perform for the society and economy, for the
community, and for the individual, alike. This requires, first, that
managers know their discipline. It requires that they know management.
The first task of the manager is indeed to manage the institution for
the mission for which it has been designed. The first task of the
business manager is, therefore, economic performance. But at the same
time she faces the tasks of making the work productive and the worker
achieving, and of providing for the quality of life for society and
individual. But a leadership group also has to have legitimacy. It has
to be accepted by the community as "right". They need to
ground their authority in a moral commitment, which at the same time
expresses the purpose and character of organizations. There is only one
such principle of morality. It is the purpose of organization, and,
therefore, the grounds of management authority, to make human strength
productive. Organization is the means through which man, as an
individual and as a member of the community, finds both contribution and
ACTION POINT: Use your position
of authority to bring out whatever strength there is in the people you
are responsible for.
"The workforce today is
screaming for flexibility. If you can help employees meet their outside
responsibilities, you're going to have a more productive, more turned
on, and more energized workforce. Flexibility is a business tool."
ROBERT LAMBERT, American
executive vice president of Carter Hawley Stores.
"Expect nothing, and you
can never be disappointed. You might even be pleasantly surprised from
time to time."
"Ultimately the businesses
that win are those where all the people have the same aim and give
freely in their commitment to it."
JOHN HARVEY-JONES, British
"The deepest urge in the
human nature is the desire to be important."
JOHN DEWEY (1859-1952),
ALEX F. OSBORN
"If you don't experience
dark clouds, rain and storms there is no way of measuring
JAMES HARDY, Australian
"Let the newspaper say
what they like about you, just as long as they spell your name
"Punctuality is the soul
"The secret of success is
constancy to purpose."
BENJAMIN DISRAELI, British
"Limited resources demand