MANAGEMENT BY A COMMON VISION
Timing. Advantage arises from creating favourable opportunities and then acting on them at the appropriate time. We put ourselves in a strategic position, but others must create the opportunity to win. We must be willing to use time. Move when it is profitable and stop when it is not.
Do it right. Winners do the right things at the right moment. They plan, train and are ready when an opportunity, that they created, arrives. Create an opportunity and be ready to exploit it.
Know the facts. To achieve success, we must manage information. We gather information to make good decisions and we give out the information to misdirect the competition. The best information comes from a first-hand experience. We must view intelligence operations as critical and invest the resources needed to make them pay off. Avoid folk wisdom; reliable facts always precede successful actions. Expect the worst in order to succeed. Even with superior strategy, we will be defeated if we lack resources, therefore, adequate material and organizational preparation is necessary before the activity starts. Do not assume an easy victory, assume the competition will attack. We must rely on adequate preparation to defeat it. Successful strategies avoid difficult methods and seek easy ones.
Seize the opportunity. The most important success factor in competition is speed and timing. To win, do things the simple way whenever possible. Simple methods are effective and inexpensive, try them first. Staying one step ahead is worth more than any other advantage. When we are ahead the competition must react. Do a lot of simple things very well and you will taste victory. A complexity just breeds more overhead.
Unite peoples. When people are united in their vision and purpose, no obstacle can hold them back. When people know they can fail if they do not work together, they will be unified in their purpose and will maintain their commitment to a set of goals and objectives. Motivation and commitment are the keys to leadership. The people are motivated by the expectation of profit. When we face obstacles and challenges, we need to focus the attention of our constituents on the benefits of success. To capture their attention, give them clearly defined goals and valuable rewards. Treat people well. Train them thoroughly. The success of an organization is build upon the individual success of its members.
Do it better. There are only two types of tactics: expected and unexpected. Only unexpected, or innovative tactics create the opportunity for victory. Effective innovation is not necessarily complicated or difficult. This goes back to the idea of doing simple things well; make simple improvements often. A large number of simple improvements can and will make a significant difference in performance. Those who are skilful at encouraging and implementing innovation have infinite resources in a competition.
Pull together. Organization, training and communication are the foundation of a successful operation. If we organize and train our members clearly, we will be able to control their actions in competition. If organization and training are vague, people cannot be relied on. They will fail us at the most critical moment. Training is the essential element in getting people to pull together. Training should be combined with an appropriate organization and a reward system that does not de motivates them. Training must be interesting in order to be effective. Good training leads to common understanding and perceptions. A common vision is essential for clear communication. Further, effective training builds loyalty to the organization leader and to other members.
Strategies. The best competitive strategies have no form. What does it matter if a competitor has greater resources? If we control the situation, he cannot use them. The less a competition knows about where we intend to focus attention, the stronger we are!
When the time has come to meet the competition, move around obstacles and difficulties, rather than through them. Gather together the most knowledgeable people, organize them appropriately, train them effectively, and equip them well. Do not tackle difficult problems with inadequate resources.
If you must reorganize your group, move toward a stable organization. Stick with acceptable, easily understood methods and procedures. Maintain stable organization patterns. Keep administration simple and clear. Do things the easy, well-understood way. People work better with methods, procedures, and equipment they understand. They are more comfortable if they know what is going on. (The common vision principle) They dislike being in the dark. People who are comfortable and stable have healthier emotions and sharper minds. When you face challenges, focus on the benefits of success. Create motivation through enthusiasm.
When managing people, if you criticize an individual before he feels loyalty to you, he will not obey your orders in the future. Further, after a person feels loyalty, if discipline is not enforced, he will not follow orders either. Without obedience, it is hard to use people effectively. Therefore, if you direct your employees through an appropriate organization structure and maintain control through appropriate discipline, your people will be competent. If you train and organize your employees with clear expectations, they can be relied on in any situation. If you train and organize your group with vague expectations, they cannot be relied on. When expectations are clear and organization structure is appropriate for the task, people will trust their leader(s).
Failure can spring from six different conditions.
These conditions are not created by fate, but are caused by management mistakes.
Poor leadership and planning.
Employees are strong-willed but their managers are weak.
Managers are strong-willed but the employees are poorly trained or de motivated.
Employees lost faith in an unjust management. Favouritism is practiced. Lack of order.
Poor motivation, tasks are unclear and organization structure is vague.
When management cannot develop effective operating plans, misunderstands competitor's actions, or when it underestimates the resources needed to complete tasks, the cause of failure is lack of competence.
Every executive, or manager, needs to investigate these conditions carefully.
Rafal Swiecki, geological engineer email contact