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The pressure and focus on bottom lines for a manager is tremendous. The manager spends the entire day in number crunching and taking decisions purely on the basis of optimum profitability. While this may seem quite good, the manager may actually be losing money for the organization by losing focus on a broader and more valuable aspect of vision and leadership. World class organizations and managements are those that while being profitable have also a great vision. Everyone is very clear about the direction in which the organizations is headed and willingly contribute towards achievement of those goals and visions. The sharing of vision is so effective that most of the employees and more so the management believes that it is their vision and not the organizations. None of these great organizations have bottom line as a vision or mission statement. The vision is something larger and so powerful that they result ultimately in healthy bottom lines. A vision statement like ‘To Be The Best’. Let’s Do It’. ‘We Are in the Happiness Business’. None of these vision statements reflects profitability even remotely. If anything they do not even talk about their business. The vision talks about a philosophy. In fact they are so compelling and bold that they may actually be resulting in huge investments or short term losses to implement. However the powerful vision leads people to think their work is worthwhile. Millions of ordinary organizations with bottom line focus is not able to enjoy the kind of profitability that an organization with a compelling vision does. Visioning requires leadership not management. Visions are also not for the squeamish and the weak. Visions are for the bold and the futuristic. Great visions entail a great leadership. The world and the markets are drawn to great visions. It is a kind of force that generates immense attention and positive recognition from the markets, consumers and stakeholders. A Great vision unleashes a positive force, passion and energy shaping the organization into a force to reckon with. The result is a great leadership, inspired managements and healthy bottom lines. QuitSmokingRightNow. - Quit smoking right now without patches, pills or gums, and without gaining any extra weight - guaranteed. Feed Blaster - Advertising Revolution. - Your ad right to the screens of millions in 15 minutes with feed blaster! Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Seeking Help By Keith Thirgood Where does the time go? Billable time. As a consultant, your practice may be doing reasonably well; you’re charging $100-150 an hour. As an independent consultant, you’re probably also doing everything from grinding the coffee to editing the umpteenth draft of your brochure.To understand where you spend your time, list and categorize all your activities into clerical, professional and other suitable groups. Calculate how many hours you’re spending on each—daily, weekly, monthly, annually.… Typing Programs 2. Watch the Pontificator! Excerpted from The Truth about Getting Your Point Across...and Nothing But the Truth www.leadingonedge.com/truth At the offices of one of my clients there was a fellow who I'll call 'Moe.' Moe was your typical pontificator. At any time we saw Moe he was standing outside of someone's cubicle or sitting on someone's office, coffee cup in hand, waxing poetic about the latest dumb decision management made, the idiots that run his division, or last night's baseball game. Moe had an opinion on every… 3. Employees - Treat them the way they Expect to be Treated When you have to deal with one of your team who'scomplaining to you, rather than allowing your negativeprogrammes to take over, get your thinking part in gear andtry to see the situation the way they see it. You don'tnecessarily have to agree with them but perhaps you canempathise with their point of view.The successful manager thinks about the people they have todeal with, is sensitive to how they see things and knowsthat they might think differently than they do. Let me give you an example:I'v… 4. Saying 'No' Gracefully to Customers and Colleagues By Terri Zwierzynski Envision the scenario: You’ve just been asked at the last minute by Chris, the organizer of your local networking group, to replace the scheduled speaker at next month's meeting. You already have too many commitments on your plate. Imagine your response:You: “Well, I don’t think I’d have enough time to prepare. I’m awfully sorry—I wish I could help you!” Chris: “Your last speech was super—maybe you could just talk some more about that topic? I’d really appreciate it!” You: “I’m glad you liked… |
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