Management: 18 industrial-age habits that make companies vulnerable
Outside of the manufacturing sector, waste and rework is often accepted as a normal cost of doing business. Non manufacturing sectors are just entering the “global pricing” crucible. CEOs are slowly recognizing the threat of game-changing competitors whose employeess accept continous improvement (the elimination of waste and rework) as an important part of their job. Although aware, too many CEOs are stuck like deer in the headlights—not knowing what to do or uncertain about where to turn. Unfortunately, there are only two options : #1 get out of the business before the competition knocks them out, or #2 shape a shift-age compliant culture.
The enemy of shift-age compliance, and the mother of all industrial-age ghosts, goes by the name of… Knowing
“Those choosing to lead in the “shift-age”, must make a 180° shift: from a mindset of knowing to an attitude of not knowing…replacing their “industrial-age” trust in knowledge and experience, with ”shift-age” processes for finding out and taking action faster than the competition”. more download E book @ www.CreateTransferableWealth.com
Non shift-age compliant attitudes/habits (just a few examples):
- Managers, including the CEO, should know more than their direct reports.
- If individual departments are managed efficiently, the company will succeed.
- Winners set a long-range plan and stick to it—even when things change.
- Internal competition keeps department heads sharp.
- A CEO’s direct reports shouldn’t require supervision.
- Experience and knowledge are always an asset.
- Success depends on having experienced managers and workers.
- It’s best to keep bad news “close to the vest.”
- Financials should be shared on a need to know basis only.
- Companies and employees owe each other their long term loyalty.
- Effective workers follow the chain of command.
- Success makes companies and people stronger.
- Economy of scale gives larger organizations an advantage.
- Good employees self-motivate.
- Marketing and sales are the same.
- Growth always requires the addition of people.
- Competent CEOs do not use advisory boards or executive coaches.
- It’s unproductive to determine a company’s value until it’s about to be sold.
Next posting: How to shape a shift-age compliant culture