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management,
result
Mistakes in Management
If you want something done the way it was thought up – participate in all its stages.
Today I would like to refer to widespread mistakes in managing projects. I don’t want to focus my attention on precise methodologies, rules and procedures that have been elaborated in hundreds of books. These is all instrumentation, but the key factor in management is not the instrument, but in the person who is holding it in their hands. So, for example, you can learn to say the right thing or smile nicely in conversation, train yourself psychologically, have a to-do list, study how to do something in a certain scenario... the human brain is capable of learning or copying these simple tools very quickly, without requiring much input from your personality.
What’s more important is that which lies deeper than learnt knowledge. It is your own participation and experience of a situation on an emotional level and the sensations in your body, your direct engagement with the process.
90% of the successes of those things I take on and complete depend solely on my approach and relation to it, my understanding and feeling of the aim, time and place. The remaining 10% is my inattention, fear, over-evaluation of my strengths and capabilities... So, I come to the main mistakes:
Lack of a manager
‘The Manager’ is the most important, who’s always in fashion, to whom the ‘ends’ of any project are attached, on whom lies the whole responsibility for the company’s outcome. In most cases he’s just absent because very few people understand what personal responsibility is and where its borders are. So, for example, to formulate the mission, issue it to an executive and to then simply wait for the result is not the role of a manager or project manager – this is the role of a ‘porter’ who carries boxes from one place to another. In this instance the technical design of a project, your idea or an assignment act as boxes...
A good manager in the literal sense takes on the project from the ideas stage to the stage of its full completion in the form of definite goods or services provided, every detail should interest them, including the client’s reaction when the project is completed. The Manager is like the conductor of an orchestra. The conductor’s baton is his precise intent, aimed accurately at a definite executive at the required moment in time. And also, until that time that the concert is over and the satisfied public head for home. In order to understand this you have to feel yourself like a conductor of a simple matter like tidying a flat...you have to know how to ‘conduct’ yourself.
Therefore when choosing project participants it is essential from the beginning you should have a clear understanding for yourself of their roles and areas of responsibility, and then enter the roles of the proposed pretenders and look to see if they are suitable. It’s not worth giving client correspondence to a creative designer, it’s senseless to ask the secretary to keep track on project progress etc. The role should match the executive’s skills.
Don’t be afraid to say ‘no’ and replace a worker if it’s clearly now working out – this provides a chance to avoid additional expenses at later stages of the project. But if you see that someone can learn and develop, then you should give them that chance. The best employees are those who have learnt from the very start.
A genuine result is only possible with genuine engagement of all its participants.
Information, like a structure, is not something static, it changes constantly throughout the process. Therefore I am opposed to the thoughtless use of tables dictating certain actions. The choice of what action to take depends on the current moment and place, it is not a table, it is an adequate reaction to what is happening at a certain moment in time. Knowledge can help when taking a decision, but responsibility for the decision belongs above all to the person making it, not to a prescribed table.
A good manager in the literal sense takes on the project from the ideas stage to the stage of its full completion in the form of definite goods or services provided, every detail should interest them, including the client’s reaction when the project is completed. The Manager is like the conductor of an orchestra. The conductor’s baton is his precise intent, aimed accurately at a definite executive at the required moment in time. And also, until that time that the concert is over and the satisfied public head for home. In order to understand this you have to feel yourself like a conductor of a simple matter like tidying a flat...you have to know how to ‘conduct’ yourself.
Lack of the executives necessary
If you don’t have a manager or you have trust in the people chosen for your project by people who don't understand its aims and objectives, then you won’t have good executives capable of carrying out the task assigned to them adequately. If this somehow happens, then this is the Will of Fate. Every employee should work in their place, otherwise it is a useless waste of time, effort and your money. In addition this does not add to the respect for you, or for the manager, from those who sit waiting for work or carry out their work without experiencing interest in it.Therefore when choosing project participants it is essential from the beginning you should have a clear understanding for yourself of their roles and areas of responsibility, and then enter the roles of the proposed pretenders and look to see if they are suitable. It’s not worth giving client correspondence to a creative designer, it’s senseless to ask the secretary to keep track on project progress etc. The role should match the executive’s skills.
Don’t be afraid to say ‘no’ and replace a worker if it’s clearly now working out – this provides a chance to avoid additional expenses at later stages of the project. But if you see that someone can learn and develop, then you should give them that chance. The best employees are those who have learnt from the very start.
A genuine result is only possible with genuine engagement of all its participants.
Lack of information and the correct approach to it
This widespread mistake is about instrumentation – those instructions, methodologies and documents that are called for to help workers answer simple questions connected with managing a project. Ease and simplicity is the key to the understanding of and optimum access to the information you want to communicate. Once in possession of an understanding you can communicate the information further, because it’s important to try as best as possible to understand the basics, share and clearly document the essential details, appoint those who can share the information best, be in the loop of what’s going on, constantly collecting and processing new data.Information, like a structure, is not something static, it changes constantly throughout the process. Therefore I am opposed to the thoughtless use of tables dictating certain actions. The choice of what action to take depends on the current moment and place, it is not a table, it is an adequate reaction to what is happening at a certain moment in time. Knowledge can help when taking a decision, but responsibility for the decision belongs above all to the person making it, not to a prescribed table.
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