Quote of the Week

"Intellectual growth should commence at birth and cease only at death”  Albert Einstein.

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Communication Lessons - Change

Change is never easy and it takes alot of talk and discussion to get it right.

So whats the best process?  My personal feeling is that you should follow a similar communication plan lke this -

The managers top priority is to figure out -

• Who will be affected?
• How much affect will the change have?
• How long will the change take before it impacts on each group of people?

I recommend working with a ranking system.

• So those who are affected the most will rate a 10 c.f. the people who will be affected the least will rate a 1. 
• Try and figure out how localised or widespread the impact may be on the different persons and departments in the organisation.
• Then create more ratings for the amount of time it will take for the changes to start affecting people.  Again apply a scale of 1 to 10.

Now you, the manager, will have a score card that will be beginning to tell you - who, how and when.

My next recommendation is that you now start devising a communications plan for ensuring the right message gets through to all the right people at the right time.

 

I realise this is a very simple plan and method but I also subscribe to the philosophy of "Keep It Short and Simple".

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Word of the Week - Evolve

e·volve (-vlv) v. e·volved, e·volv·ing, e·volves

1. a. To develop or achieve gradually: evolve a style of one's own.
b. To work (something) out; devise: "the schemes he evolved to line his purse" (S.J. Perelman).

2. Biology To develop (a characteristic) by evolutionary processes.

3. To give off; emit. (Image: http://www.flickr.com/photos/absche/3054927857/)

In order for the manager to have a long and successful career like most things there must be a process of evolving and change.  No one person ever starts with all the answers, skills or key ingredients to be successful.

One key requirement is for the manager to be able to spot new trends, understand new technologies and be able to interact and work in a co-operative way with others.  Not onle does the manager have to be able to spot the trends they must also develop a strategy for incorporating or changing to embrace those changes.

It seems to me that the older we get the harder it is to keep in touch with the technological changes and demands of the day.  However the skills required to manage and interact with people don't change - much.
The medium is different but the message's are essentially the same.

So what are the message types - encouragment, endorsement, coaching and leading.  No matter how many changes the rest of or work undergoes these essential skills are timeless and will not change.

So there are two main points to this post -

1. To be a successful manager you need to be prepared to evolve and change your style and skills to ensure your longevity. 
2. The mediums for dealing with people have changed but the messages are the same.

If you have great people skills but cannot evolve to use technology I would expect that you will end up in a more manual close range type role c.f.a mre technical managing from a distance type role. 

"To sustain longevity, you have to evolve. "  Aries Spears

CEO Interview - Anne Mulcahy

McKinseyQuarterly.com strive to be the best.  There is no doubt about that fact.  How do I know?  Every few weeks that email out updates that summarise the latest and greatest content that they have available.

This month there are interviews with three top CEO's who share some of the lessons they have learnt through business.  One of the interviewees this time is Anne Mulcahy.  

Past Chief Executive and current Chairperson of the Board at Xerox - this is one very cool cat!

Here are the major points that Anne expressed -

• Don't surround yourself with yes people.  Have people on staff and on board who will challenge your decisions and will be honest with you.
• Get the right people!  You can create forward momentum by selecting the right people at the outset.  And if those people aren't the right people - go out and find them!
• Create a team that will fill your weaknesses while also challenging your strengths.
• Ask hard question of yourself and others; and have them ask those same hard questions right back at you.
• Learn what not to do.  Knowing when not to do something is just as significant as knowing when to do something.
• Timing is everything.  "Timelines trumps perfection".  Take a risk, have a go - but be smart about it.

You can read the original version of this article by clicking here and heading over to McKinsey.

You will also be able to fnd another great interview with Anne at the Corner Office.

Swiss Army Knife - Management Lessons - Adaptability

The key to the knife's success - adaptability and simple design and construction.

Being small, compact and safe - you can take one anywhere!

How about your management skills - can you transport those anywhere as well?