||Welcome to the club!
||If you want to be a general manager, begin
performing like a general manager.
||Never tolerate mediocrity.
||Move fast with reversible decisions---move less
fast with irreversible decisions.
||Never try to solve all of the problems at
once---make them line up one-by-one.
||Never waste time on low-impact matters.
||Don't even listen to any significant program
presentation that doesn't include a definite time period allocated for
||First be effective; then devise ways to be
||Seek out those rare individuals who are truly committed, and build around them.
||It never pays to delay personnel decisions.
||It is better to impose slight over-control than
to lose control.
||It is easier to remove controls (or ease them)
than it is to install them.
||The shorter the control cycle, the more
effective the results
||No one ever gives 100% all the time.
||Aggressive and consistent review of
accountability guarantees an improvement in results
||The effectiveness of a firm's planning and
control is inversely related to the organization level at which it is
||Never accept a "numbers only"
financial report; insist on prose; "good-bad" statements and
||Manage inventories and receivables by
"profile" too, not only in total.
||Rank your time and project selection according
to impact on profitability.
||Manage an organization as nature would: (A.)
Show neither malice nor pity. (B.) Abhor a vacuum, whether of power or
||Management's responsibility to
employees---begins and ends with creating an environment for individual
opportunity. (A.) Support those who grasp it. (B.) Replace, promptly,
those who fail---for whatever reason--- to grasp it.
||Plan your operational environment changes so
that the implementation periods parallel each other.
||Your true adversary is time. Not
competition, not legislation, not the economy---but time.
||It is far better to risk over-investment of time in productive planning than to rely on ad hoc solutions to unpredictable problems.
||Management planning is not complicated, but it
is tedious---that's why the temptation is so strong to avoid it.
||Law of reversed entropy apply to business
organizations: that is, energy must be applied to the system to restore,
maintain, or increase order. In the absence of applied energy, the
system will deteriorate toward increasing disorder.
||Results are generated by conditions---viz.,
etc., the operating environment of a firm. Don't expect changes in
results if you haven't changed the conditions.
||Get time on your side.
||Only rarely are business failures or poor
decisions the result of too much planning; almost universally they can
be traced to management ego---the temptation to say, "I don't need
a plan; I'm sure I can handle whatever develops.
||When management only responds to
development, the bell has begun to toll. Excellent management
predetermines developments and thereby controls its corporate future.
||Management control is like vitamins---You need a fresh dose every day to stay healthy; they are not supplied automatically.
|32.||Learn to cope with vulnerability||77
|33.||Get in the batter's box and swing. Babe Ruth struck out more times than anyone else, but he also (until Hank Aaron) hit more home runs than anyone else.||79
|34.||Never be satisfied with results. Too often, profitable companies become comfortable companies---and then they are profitable no longer!||81
|35.||A business can tolerate a truly enormous number of errors in detail---if the strategic direction is relevant and correct.||83
|36.||Spectators never appear in the record books.||85
|37.||Genuine, meaningful "ROI" improvement is generated only by corporate growth.||87
|38. ||Avoid becoming responsible for someone else's problems---you should have enough of your own to work on.
|39.||Solving a business problem always generates even more problems.||91
|40.||Master the previous before leaping to the subsequent.||93
|41.||The first and foremost social goal of a business is to make a profit.||95
|42.||Maintain enough constant pressure to expand your sphere of authority.||97
|43.||No superior can give you authority. Your extent of authority is exactly what you extract from your peers and
|44.||The numbers can never be too hard.||101
|45.||Don't waste your time risking small mistakes.||103
|46.||If something is worth doing, it's worth doing imperfectly.||105
|47.||Be known to have ambitions---never be known as ambitious.||107
|48.||A decisive man will always prevail only because almost everybody is indecisive.||109
|49.||An effective general manager is an expert juggler.||111
||Never propose single-vector strategy plans.
|51.||For firms that intend to stay in business, profit plans must always be based on an order input rate in excess of the sales rate.||115
|52.||If a numbers analysis conflicts with common sense, abandon the numbers.||117
|53.||The bigger the decisions, the more subjective the decision-making process.||119
|54.||At best, quantitative analyses only justify an already "right" decision.||121
|55.||Management is always a contest of wills---that's why persistence always wins.||123
|56.||Never just "attend" a meeting---always "win" it.||125
|57.||Become immune to "paralysis by analysis"||127
|58.||The more someone asks for supplemental analyses, the less serious he is about facing the issue.||131
|59.||The "BS" content in a firm's communication system is proportional to the number of layers in the organization.||133
|60.||Never make a decision unless you really have to.||135
|61.||Nothing is as effective as a well-planned spontaneous demonstration.||137
|62.||Use approval-level sign-off for communication in all operational activities.||139
|63. ||Nothing is as devastating to an opinion as a number||141
|64.||Every new general manager has but one honeymoon period---use it wisely.||143
|65.||Never become involved in the personal lives of business associates.||147|
|66.||Management planning is a tow-step process: (I.) analysis---defining in detail the objective(s), and the tasks needed to achieve those objectives. (2.) synthesis---ranking by priority the sequencing and specific assignment of the defined tasks.||149|
|67.||The right answer at the wrong time is always a bad decision||151|
|68.||There are really only two types of problems: growth problems and liquidation problems. Growth problems are better.||153|
|69.||Constantly test the ranking of planned action priorities.||155
|70.||When nothing else works...||157