PLACE YOURSELF IN THE RIGHT
"Where do I belong as a
To develop yourself, you have
to be doing the right work in the right kind of organization. The basic
question is: "Where do I belong as a person?" This requires
understanding what kind of work environment you need to do your best: A
big organization or a small one? Working with people or alone? In
situations of uncertainty or not? Under pressures of deadlines?
If the thoughtful answer to the
question "Where do I belong?" is that you donít belong where
you currently work, the next question is why? Is it because you can't
accept the values of the organization? Is the organization corrupt? That
will certainly damage you, because you become cynical and contemptuous
of yourself if you find yourself in a situation where the values are
incompatible with your own. Or you might find yourself working for a
boss who corrupts because he's a politician or because he's concerned
only with his career. Or-most tricky of all ñ a boss whom you admire
fails in the crucial duty of a boss: to support, foster, and promote
capable subordinates. The right decision is to quit if you are in the
wrong place, if it is basically corrupt, or if your performance is not
ACTION POINT: Are you in the
right organization? Why or why not? If not, should you quit?
MANAGING THE NON-PROFIT
"Management courses for
people without a few years of management experience are a waste of
What I would like to see -and
what I have practiced now for many years in my own teaching- is:
* Management education only for
already successful people .I believe management courses for people
without a few years of management experience are a waste of time.
* Management education for
people from the private, the public, and the not-for-profit sectors
* Planned, systematic work by
the students while at school in real work assignments in real
organizations-the equivalent to the MD residency.
* Far more emphasis on
government, society, history, and the political process.
* Teachers with real management
experience and enough of a consulting practice to know real challenges.
* Major emphasis on the
non-quantifiable areas that are the real challenges-and especially on
the non-quantifiable areas outside the business- at the same time much
greater quantitative skills, that is, in understanding both the
limitations of the available numbers and how to use numbers.
ACTION POINT: Take executive
development courses that pertain to your current position and the
position to which you aspire. Apply the concepts directly to your work
"People will pay for what
they want, but not for what they need; for what looks good to them, but
not what is good for them."
"Risk taking is the
essence of innovation."
HERMAN KAHN, American physicist
"Economic growth without
social progress lets the great majority of the people remain in poverty,
while a privileged few reap the benefits of rising abundance."
J.FKENNEDY, 35TH President of
"To do two things at once
is to do neither."
PUBILILIUS SYRUS, Roman writer.
"One of the keys to
thinking big is total focus."
"Patience is a necessary
ingredient of genius."
BENJAMIN DISRAELI, British
prime minister (1868 and 1874-80).
"Luck can be assisted by
BALTASAR GRACIAN, Spanish
"When absolute superiority
is not attainable, you must produce a relative one at the decisive point
by making use of what you have."
CARL VON CLAUSEWITZ(1780-1831),
Prussian general and Strategist.
"People are resources, not
your products or equipment. Taking care of people's need is the key to
ROGER MEADE, American
information system developer and CEO of Scitor Corp.
"Companies can't promise
lifetime employment, but by constant training and education we may be
able to guarantee lifetime employability."
JACK WELCH, American
Industrialist, CEO of General electric company.