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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. Constellations Constellations A diagnostic tool for creative strategic development Dr E Kloprogge, Peter G Gleeson and Tyrone J Francis, January - 2005 Introduction What is a Constellation? A constellation is an innovative way of diagnosing and resolving troubling issues. It draws on emotional intelligence and intuition as well as logical thought. A constellation provides insight and foresight by uncovering the hidden dynamics of a situation. By bringing something to light a constellation provides… 2. Out of Control? By Cynthia Kyriazis There are papers on the floor, across the desk and resting on the keyboard. Piles of files are all around. Magazines, newspapers…you name it. Just about anything can be found in this office. You've seen it in your own organization. You know what I am talking about.Several years ago an employee called me because her performance review included items relating to the disorganized state of her office. When I arrived, her office was piled high with papers. I began asking questions. Are you late wit… 3. The Inferno of the Finance Director By Sam Vaknin, Ph.D. Sometimes, I harbour a suspicion that Dante was a Financial Director. His famous work, "The Inferno", is such an accurate description of the job that it cannot be otherwise. He is fervently hated by the workers. He is thoroughly despised by the other managers ("mean bastard" is his common nickname among them, mostly for scrutinizing their expense accounts). He is dreaded by the owners of the firm because the powers that he has often outweigh theirs. Shareholders hold him responsible in annual … 4. Why Would Anyone Do That in My Meeting? By Steve Kaye Imagine that you open a meeting by saying, "We need to talk about the budget."And someone responds with, "I named my dog Budget because everyone tells me he's too big."After the laughter subsides, you wonder why anyone would make such a silly remark in your meeting.And this leads to a larger question: Why would anyone misbehave in a meeting? Taken to the extreme, misbehavior can ruin a meeting. That wastes everyone's time and squanders the opportunity to produce useful results.Here are som… |
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