Deadly Sins of Management

Selling off assets is one of the Many Deadly Sins of Management.

2.  Now, (In view of the Miss America Scandal) being stupid enough to both hold those views and to put them in E-mails.

3.  Defending incompetent Managers in your organisation instead of Firing them because you believe that fixing a problem is a sign of incompetence.

4.  Failing to take action when employee complaints reach your level because you believe that if you ignore them they will go away.

5.  Delegating authority to those without adequate abilities and without adequate oversight because you believe in credentialism.

6.  Ignoring deliverables and measurables because you believe failure to reach targets can be blamed on others.

7.  Believing your legal department can cover your ass.

8.  Believing your position of authority will protect you.

9.  Taking responsibility as a tactic to shift blame to others.


Regards,

Slim

If you find anything here to be helpful, please don't hesitate to send me a really tricked out Macbook and to tuck a few dollars into the envelope along with the thank you note.  Slim.

Robert Asken
Box 33
Pen Argyle, PA 18072

LinkedIn Profile
https://www.linkedin.com/in/slimfairview/



Copyright (c) 2017 Robert Asken
All rights reserved.

Delagating. Do & Do Not

What to do when you have to delegate authority.


1. Delegate authority to the person(s) with a proven track record.


2. Allow that person to pick his or her own team


3. Set Deliverables and Measurables.


4. Set a fair and transparent means for reassigning individuals in the group who are disruptive.

NB   Disruptive is not creative. Creative is not disruptive.


5. Receive regular updates on progress. (If necessary, offer validations)


6. Insure that the team has the resources necessary. For example:

Do not assume that the supervisor is smart enough to know that when the number of packers rises from 4 to 10 then the number of scissors should rise from 4 to 10. Or from 3 to 10 if he had 4 people working with 3 pair of scissors because 1 pair broke.


7. Establish the protocols in your company to insure that another manager does not feel comfortable usurping your prerogative to assign projects and staff by interfering with the project because he needs help, or supplies, because he is incompetent yet still works for you.


8. Communication: Make sure that a disruptive person has the opportunity to speak to you directly. He may not be the problem. Follow up on the information you receive.


Regards,

Slim.

Slimfairview@yahoo.com

Slimviews@gmail.com

Copyright (c) 2017 Bob Asken All rights reserved.