Read "Maverick" by Ricardo Semler, who was recently
written about in Fortune magazine under the title "The
Anti-Power Freak." He found a great solution that
pulled his company out of a slump many years ago when
he first took over SEMCO, his father's business. It
has been thriving ever since. A significant factor
may be how much a CEO insists on making decisions, and
how much she/he allows others to decide.
Edryce
--- Jack Ring <
jring@amug.org> wrote:
> Paul,
> CEO's who are able to judge people accurately,
> understand the issues
> involved and make sound decisions in fast moving
> situations are applying
> neither an illusive nor an elusive quality such as
> intuition, insight
> nor creative genius. They just happen to have done
> a hell of a lot more
> homework than most and can leverage their knowledge
> through mental
> models of "how things work and how things fail."
>
> Two capabilities can be taught; 1) the concepts of
> decision making
> including the NDM model of Gary Klein's, and 2) the
> art and practice of
> modeling -- of meaning (articulating ontologies), of
> process
> (explicating the relationships among things) and of
> decision (yes,
> modeling decision and models of decision).
>
> All the rest is homework. The homework factor is
> highlighted by the
> research findings of three or so decades ago that
> people who's parents
> ran their own businesses or were successful managers
> of other's
> businesses are more likely to become successful
> managers.
>
> Also, Edryce's note bears scrutiny. A very powerful
> but little
> discussed factor in management is Purpose. Many
> will argue that if a
> manager does what is best for his or her career then
> that is best for
> the business, as well. I think this is especially
> true when the
> business is not well thought out.
>
> IMO one of the key ingredients of Jack Welch's
> effect on GE was the
> energetic crystallization of Purpose and the
> relentless suppression of
> "kingdom building." In contrast, also IMO, Gerstner
> is not
> accomplishing the suppression part.
>
> Hope this helps.
>
> ----- Original Message -----
> > Date: Sat, 5 Jan 2002 20:02:47 -0800
> > From: Paul Wong <
wong@twu.ca>
> > Subject: Re: Can we teach how to make good
> judgements in Business
> Schools
> >
> > I want to thank all of you for your helpful
> suggestions. However,
> what I
> > was trying to get at in my original posting is
> some illusive
> leadership
> > quality which may be called intuiion, insight, or
> crative genius. CEOs
> who
> > possess this kind of quality are able to judge
> people accurately, have
> a
> > deep understanding of all the issues involved, and
> make sound, snap
> > decisions in very fast-moving, complex situations
> which do not allow
> time
> > for rational analysis or consultatnion. My
> question is: Can we teach
> this
> > kind of leadership quality in Business Schools?
> >
> > -----Original Message-----
> > From: Edryce Reynolds
> > To:
MG-ED-DV@MAELSTROM.STJOHNS.EDU
> > Sent: 1/5/2002 6:17 PM
> > Subject: Re: Can we teach how to make good
> judgements in Business
> Schools
> >
> > I am sure the suggestions already given are
> helpful.
> > I have one of my own.
> >
> > To make good decisions, one should remove one's
> own
> > interests FIRST. I think many CEOs think first of
> > whether the decision will make them "look good"
> before
> > they think of whether the decision is good for the
> > organization.>
> [...]>
> > Edryce
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