This is the third and final article written for the Institute of Directors way back in August 1991. I have not updated the stats for authenticity purposes. I hope you agree that it is as relevant today as it was in 1991.
Are you worth your asking price?
So far in this series of articles, we’ve established that continuous learning is vital and thinking has to be taught, if learning is to be taken effectively into the workplace. But what about the attending costs and benefits of this line of thinking?
Current statistics show that there is continued growth in the small to medium-sized company sector. Figures from the Institute of Directors show that of some 2.7 million companies in the UK, only 8,900 have more than 250 employees and around 50 per cent of the working population are in organisations that have less than 100 people. These companies, typically, are those without any specialist human resource facility – or certainly without anyone dedicated to people development.
“True knowledge exists in knowing that you know nothing”
A quote of its time clearly but the point. Understanding that you do not have to know everything. Is OK.
Many people at top management level are afraid to admit that they do not know the answer. As a result, they make decisions when they are not in the best position to do so. It follows that many of those decisions create unsuccessful outcomes – as well as frustration for those that did know’and were not asked.
Those who profess to know everything will inevitably proceed to do or control everything, frustrating all those around them.
I found this on the web there was no author and added some images.
In a training session on “behavioural centred Leadership” I asked the group what they said when in the evening their partner asked “how was your day” they agreed that more often than not there were two key responses. “Meh”, or “my manger is a complete ……” When I asked “Is your manager incompetent” the unanimous answer was “No, just a poor manager” We went on to discuss how behaviour is at the hart of many of managements problems.
This article shows us that when our behaviour is poor we do not get the results we desire and when our behaviour is good we are sometimes pleasantly surprised
1. First Important Lesson – “Know The Cleaning Lady”
During my second month of college, our professor gave us a pop quiz. I was a conscientious student and had breezed through the questions, until I read the last one: “What is the first name of the woman who cleans the school?”
I have always struggled with mission statements, finding them in the main pointless. I once asked a group of executives if they could quote their mission statements. Not one offered to even have a go.
When creating a Vision, Mission and Values, I adopt the following, which has always worked, both emotionally (buy in) and literally (results)
Beginning with the vision, making clear where you are headed is key to all employees. If they are not clear where they are going they are more likely to get lost!
For the vision to be believable, and gain buy, in it has to be achievable. Conquering World markets may take a tad longer than conquering National markets, which in turn may take longer than Regional and so on.
I have found that 2 to 3 year Visions are more appropriate to start ups and fledglings. A lot can change for a start up in the first couple of years and this necessitates flexibility.
Having clarified the destination I find it helpful to visualise this as a FLAG. It is a future goal which we should all be headed towards.