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When new executives join the team, they are full of promise. Their jobs offer new challenges. They dig up old and new problems and probe for solutions. They are fighters, workers, and dreamers. Then something happens: They slow down. They lose their sparkle. They relax, take it easy, and become straight nine-to-five people. They keep themselves out of trouble. They avoid friction and controversy. They defend what has been done and oppose change and innovation. Is this a typical phenomenon in your community? I don't know if it is, but I do know that it can be avoided. I do know that it is foolish to wait for the problem to go away by itself. I do know that personal and professional growth occurs only as a result of having a carefully conceived plan. The Dartnell Corp. of Chicago, Illinois, has put together an executive development plan. It is found in the form of 12 booklets. Not only are the topics relevant, but prominent authority figures present each topic. The first booklet, What An Executive Should Know About Success, written by Mr. J. C. Penney, himself, includes a self-rating checklist. The next booklet in the series, What An Executive Should Know About Management, is written by Mr. Clarence B. Randall, the former chairman of Inland Steel Company. He explains how to delegate tasks and develop people. The third booklet, What An Executive Should Know About Managing People, is written by Mr. Theodore V. Houser, the former chairman of Sears. A firm believer in the importance of proper people management, Mr. Houser presents five human relations rules. What An Executive Should Know About Making Decisions, the fourth booklet written by Mr. Harry A. Bullis, shows how to harness the power of the subconscious mind to reach sound decisions. In the next booklet, What An Executive Should Know About Managing Time Profitably, Mr. Ken Allen deals with the art of procrastination and presents a step-by-step program to manage your time effectively. In his other booklet, What An Executive Should Know About the Art and Science of Self-Assessment, Mr. Allen helps you gauge your progress and details the factors to consider in your systematic self-appraisal. Mr. Clarence Francis wrote the seventh book in the series, What An Executive Should Know About Corporate Character. It presents an examination of corporate and executive responsibility. Mr. Herman W. Steinkraus tells how to earn employees' enthusiasm, initiative, and loyalty in his booklet, What An Executive Should Know About Human Relations. What An Executive Should Know About Remembering Names and Faces offers common sense steps to a trained memory by world-renowned teacher, Mr. Bruno Furst. Mr. Ken Allen returns with another booklet. In this one entitled, What An Executive Should Know About Cooperation and Teamwork, he gives you seven rules to help you build a more efficient organization. The final booklet, What An Executive Should Know About Innovation in Management, written by Mr. William T. Brady, shows managers how to build the climate conducive to experimentation, the development of new ideas, a different approach, and unconventional solutions to conventional problems. Dartnell in its booklet series has educated, motivated, and challenged the executive to move up the career ladder. They are excellent lessons you ought to apply. I recommend that you order the series. Remember: When you maximize your potential, everyone wins. When you don't, we all lose.
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More Articles:1. ISO 9001 Registration – 8 Steps for Success By Chris Anderson You’ve made the plans, built the quality system and conducted the audit. So how do you register your company as ISO 9001 conformant? And how can you be sure you’re getting the most value for your investment? Here’s how the process works.Certifying Your Company and Quality SystemAfter your company's ISO 9001 audit, you will want to register your company's quality system to show that you've met the requirements. And to do this effectively, you will need to follow eight essential steps.1. Finding… 2. Coping with Mergers: Executive Coaching: Case Study By L. John Mason Merger and Acquisitions... Management Culture ClashManagement styles in conflict through a merger or acquisition can dramatically affect the "bottom line."Case Study: From $1.5 Million/month to $11 Million/month in 5 monthsA large financial company added a successful new mortgage company to expand services and increase profits. A significant problem developed when the management style of the smaller company needed to be altered to fit the larger companies management style and its corporate cul… 3. How To Influence The Perceived Assertiveness Behaviour By M'Hamed Cherif The literature on assertiveness distinguishes many models, with varying validity and practical usefulness. In developing the ‘Assertiveness Coffee Cards’ we have been led to look at the issue from a different angle, namely that of how the brain functions. As a result, we propose the following classification of assertive behaviour:1. Reptilian Emotional Assertiveness; 2. The Learned Assertiveness Behaviour; 3. The Frontal Lobes Driven Assertiveness; and 4. The Perceived Assertive Behaviour.The … 4. Delegating Responsibility By Andrew E. Schwartz Too many managers waste both time and energy performing tasks an employee could perform just as well, thereby lowering productivity while raising operating costs. The answer to the problem is easy—delegation. However, many managers still limit their own effectiveness, create imbalances in the organization, waste their department’s time and energies, and fail to develop their subordinates by either ignoring or mismanaging the techniques of delegation.Why? Delegating responsibility insures that … |
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