PERSONAL MANAGEMENT PHILOSOPHY

Personal Management Philosophy

Personal Management Philosophy

Introduction

The best definition of a supervisor I understand is based on a Harvard Business School text.

“A manager is somebody who gets results through other people.” To this I would add, “by making them successful.”

Based on this definition, here's a simple nine-point philosophy that might fit for me.

organise methods not persons - let persons organise themselves while you organise the interfaces between them where concerns are shared and connections are needed.

evolve scheme driven by objectives - where focus is on conclusions not procedures, eradicating 'silos' by linking functions level, and by simplifying the work.

characterise the value-added possibilities - conceive a 'service string of links' from the one-by-one assistance of all engaged that will consign client satisfaction through synergy.

organise change relentlessly - since all processes should adapt and develop to rendezvous the demands of a altering market, but start with the perceptions/beliefs of individuals.

boost self administration - by supplying each person with a mandate - a permit to act/contribute and a set of acquiesced critical measurement indicators for ongoing reporting.

Facilitate connection - the life body-fluid of the association and fuel for methods, that should flow level, dignified and spontaneously to support objectives.

conceive a 'success natural natural environment' - where acknowledgement and pays are direct, and persons are encouraged to discover and grow as an integral part of their responsibilities.

supervise and measure advancement - through use of a visible scoreboard, showing both organizational and individual achievements in the form of assistance and learnings.

PERSONAL MANAGEMENT STRATEGY

Shift from organising persons to organising a process

Let persons own the blame for organising themselves

permit them to worry about the knowledge/skills/attitudes pertaining to their function

Work on the sequence of 'interfaces' or 'value supplemented points' - organise the white space

Focus on the consignment of purchaser satisfaction as a collective blame

organise the attachments / the 'hand-off points'

Enable, facilitate, adviser, boost - type success.

evolve and implement scheme, propelled by Objectives, to make satisfaction

Define outcomes/end outcomes, not methods

Eliminate non-value adding work, waste and inefficiencies through collaborative effort

Encourage cooperation/collaboration - eradicate 'boundaries'

Strive for simplicity/elegance, engagement and firm pledge in operations

expand activity bases, accountabilities and contributions

Make information and assets effortlessly available

Define the process in value-added and 'real assistance' terms

Start with the client - outlook your interior overseer as your major supplier

construct a service string of links that consigns client satisfaction

assist the purchaser, or assist some one who is

Fix the processes, not the persons, and get employees to aid you

organise change, ...