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Error Correction
If something goes wrong...
Everyone knows that mistakes occur during the execution phase of practically any project due to incorrect task descriptions, failure to understand the goal or desired outcomes, lack of attention to details etc.
It is all very well if errors are caught and corrected before project completion. However, in some cases, the product that clients receive is quite different than expected. They become angry, rightly so, and still want to receive the promised result.
How to remedy a situation by turning it in a positive direction?
Rule number one: do not make new mistakes.
Despite the fact that any overdue project is stressful for both the client and the service provider, you must try to say “Stop!” and evaluate the situation carefully.
There is no sense in wasting time on a detailed analysis of the project as a whole. If a deadline has been broken, the client is on edge and time is ticking.
- It is essential to identify the key points which require immediate action.
- Compile a short basic to-do list with a clear description of your objective and follow the steps identified.
- Do not jump from task to task. Divide the problem up into several parts and complete each task step-by-step. You may start a new step if the previous step requires time to process, but under no circumstances should you jumble everything together at one time. Time overlaps are permissible, but there should always be a clear delineation between tasks in your head.
- If a problem cannot be resolved immediately or within a day, be prepared to make adjustments and offer your client flexible solutions. A “flexible solution” is a solution designed to fit a situation at a particular moment in time. If changes arise in an emergency situation, the solution may change as well.
- If necessary, find an assistant to carry out simple tasks which do not require your personal involvement, but never give full responsibility for a project to your assistant. As a manager, you must be in charge of any emergency situation and rectifying any mistakes.
- Try to turn off all emotions. This may be difficult, but it is often the only way to overcome a situation in which a step-by-step process must be executed with precision and accuracy.
- Remember your intuition. The most correct and expeditious solution is almost always in plain sight. You can hear your intuition when you are level-headed and calm.
Rule number two: keep the client informed.
Uncertainty is more upsetting than anything else. If a mistake has been made which cannot be corrected within five minutes, call the client. Talk to him/her. Explain the situation and show him/her that you are not indifferent to what has happened.
What if you have absolutely no time to call? In this case, simply write a short email to show that you are working on the problem. It is important that your email reflect your personal attitude toward the problem and your personal interest in its resolution. Standard phrases such as, “Thank you, we have received your message and are working on the problem,” are nothing more than a formal and impersonal version of the run-around and can only reassure the client for a very short time, if at all.
Error correction
Do not even attempt to address the issue of error correction if you do not care about applying it in the future. It would be better for you to look for a more interesting pursuit in life.
However, if you do find it interesting, then it would be a good idea to do the following after you have successfully corrected the errors in your current project:
- It is very useful to sit down and “rewind,” remembering the entire history of the project from the present back to the beginning. Ninety-nine percent of all errors are in plain sight and are caused by very simple factors.
- Play out a logical project development scenario along with possible risks and tentative solutions in your head or write them down on paper. This will give you a birds-eye view of the many possible alternatives for the progression of events and provide valuable experience for future projects.
- Speak with the vendors and service providers. Figure out what caused setbacks on their end. It is possible that these negotiations will lead you to understand that you need to replace a vendor. Do not be afraid to do this if you have no other option. Otherwise, you will face the problem again.
- Review the tasks that you complete during the course of a project. You might be able to free up some time for important matters by finding tasks that could be delegated to assistants without relinquishing supervisory control over the project.
- Use your mistakes for self-improvement. You should not linger in one place for long if your work becomes routine. This destroys your individuality and decreases opportunities for you to achieve your potential. Constantly search for new challenges. This will also provide a reprieve from the inherent routines of management.
My Motivation
Things that give me strength and energy to work
- Process
- Impressions
- Goal
- Feedback
When I take up a new assignment, I have no idea what the outcome will be like – it is almost always a challenge. Some people can spend years upon years managing the same projects – something that would get me bored senseless. Nothing does more to kill my capacity for work than invariable routine operations. They are on the other extreme of what's interesting. When you have an interest in a job, the process never fails to give you pleasure and you find yourself living the process. While still not creativity in its pure form, it is no longer an exercise in routine milling of work time into a spate of products and services.
Along with interest come impressions created by the results of work. This is a very powerful element of self-motivation. If you invest your energy, it will eventually come back to you. The greater your understanding and personal contribution to the process, the greater the payback.
The goal is constantly in motion, like the horizon that you are moving toward. I dislike static goals that get closer with each passing day. What I see as a goal at the outset becomes merely a stage when I am halfway through; once this stage has been completed, it reveals the next goal. This constant motion is very motivational; otherwise, if I stop I get bored.
Life is a constant flow and an evolutionary process that does not tolerate long stopovers. I find it extremely difficult to be self-sufficient in all respects; nor do I consider such all-encompassing self-sufficiency to be necessary. The herartfelt interest that I take in the results of my work never fails to earn feedback from people for whom I do this work. If a job evokes no interest in me, I prefer not to take it. There are too many interesting things in this life to sell oneself short by doing something that gives no pleasure. Having the possibility to choose is very important.
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.
Corporate culture. Personal space
Personal space
Over the years I’ve visited the offices of dozens of clients, suppliers and competitors. It should be said that in ten years little has changed – people work as before in a right-angled space of straight lines and corners with a window to the middle. The back of the chair could also be part of these fixed contours, as well as the bends in the toilet bowl and the sink in the washroom... With the appearance of A-Class and higher business centres there is more light in these boxes and something resembling space, although I find it hard to imagine spending a happy 8-9 hours of one’s life a day in this enclosed space.
I have the impression that this a miraculous relic from some sort of terrible past which should after all suddenly pass away.
If you get tired at your place of work then it means it’s just not for you, and it makes sense to look for something new. No, I don’t necessarily mean another place of work, but somewhere you’ll be comfortable. I am convinced that the understanding of ‘comfort’ only appeared because people began to confine themselves for space. For example when I manage to work for a long time outside the office I don’t remember this as an issue. What’s even more important is that comfort should be reached beforehand inside a person, this is the inherent acquisition of interest, motivation and efficiency. Everyone has enormous latent potential, which they can’t even guess at, but can be extracted simply by creating a comfortable place to work. I really admire the attitude of some company leaders (who can be counted on one hand) who create ‘chill-out’ areas, play-rooms and work-zones in their offices and organise office space in such a way that employees can find a place where it’s pleasant to spend more than an hour at a time working on any project.
Why does this matter?
The world around us is a dynamic, changing structure that is evolving all the time. There are lots of simple and smooth things in nature. In order to develop a person needs dynamism, a change of scene, good impressions, which are expressed in the simplest of things beginning with what’s around them. Try and lock yourself in for a day in an empty square two by two metres room sitting on your office chair, and then try and do the same in the open air where you can sit, lie down, play football for an hour or go on a bike ride – you’ll notice the difference. The efficiency of your work and number of tasks completed will be different. I described two extremes. It’s completely unnecessary to drive people outside for them to work better. It’s enough to create a simple and comfortable work area where they can work, communicate and move. This is far more inspiring than any motivation and developmental training held in stuffy, square meeting rooms.
Human Resource Management
By virtue of the specifics of my work I often have the chance to talk to different people. First of all, I just like to talk. Any socialising is always very emotional and gives you the chance to get a feeling about the person. The telephone and social networks lack this part of live communication, they do not have this taste for looking into someone’s eyes when you can understand in three seconds what you can’t write in even ten offers. Communication is priceless experience.
Secondly, I always personally choose the people who’ll end up working with me. This is really important because the department, team and working group should be on the same wavelength as me. Of course they can disagree with me and should have their own opinions, but the wave should flow as one.
I must confess that I don’t have a single approach for choosing workers or employees, each project and situation varies, but there a number of criteria which I pay attention to and consider important when recruiting. A person should:
• Know what they want in life even roughly. A candidate who replies “I’m interested in everything, I’m a fascinating personality, I’m prepared to work for you even as a porter” immediately sends the CV in the direction of the bin.
• I can smile during conversation and hold a gaze for more than three seconds.
• Have some memories or emotions, connected to the current place of work, i.e. something that engaged/heartened/attracted them. This in particular says that they’re not just doing their job but applying a part of themselves to it. In this instance impressions are simply unavoidable.
• They should define precisely why they want to change workplace. Simply saying “I have had enough” or “I want to change jobs” without additional explanation is clear evidence that this person is tired, need to be sacked so that they can spend a couple of months alone in a warm country and get their head together. Only then can they change jobs.
• Have a desire for work, and understand why they are doing it and their responsibility.
• Possess the required level of knowledge. Although I value practical experience above theoretical the latter is the base for future development.
• Have a clear idea about what they want to work as in this company precisely. This demonstrates that they have at least looked at the company’s website and read what they’d be doing. It is also useful to have an idea of how exactly they would be invaluable to the company, how their knowledge and experience could come in handy.
• Have a dream and an ability to describe it.
• Have an external appearance that correlates to their character. I accept people into the team for their character above all, not the sweaty body covered by a suit and wearing an expensive watch. People should be themselves. They may not get round to shaving in the morning but this doesn’t make them lose their confidence and beauty.
• Be able to talk openly about their faults and qualities, about what they do and don’t like at work.
• Be able to express their thoughts coherently. A person should talk simply and easily, without being well-read, but the harmony of their words talks about their simplicity of thought.
Love to work
In my previous two posts I formulated the first two principles of whole-hearted management which I adhere to in my work. They are connected with the impressions that clients receive, and with my responsibilities. Today, I would like to share a third principle. In just two words they are – ease and simplicity.
Whatever we refer to our work is reflected in its execution. I’m not just talking about “quality” here as a measure of client satisfaction and correlation to their expectations. In my view this is the shell or cover of what lies deeper. For me quality has another slightly different meaning. It’s how I relate to the task that I’m doing. The more I’m submerged in it, then the more I can offer and the more interested I become that my knowledge and experience are accessible and expressed to their full in the result. For example, you can have excellent sales skills, can generate interest, convince and find an approach to suit the client thanks to your personal qualities, but without precise knowledge about what you’re selling or teaching it is impossible to offer the client easily and sincerely something that they can’t refuse because in this instance you have a chance to sell him a dream, not just a pretty picture or idea. That said you don’t have to be a miracle mechanic and know a machine inside out, for example, to sell it, but you have to love driving... This is the same in any business, including management.
Ease comes about when there’s an understanding of “how”, “why” and “what for.” When you live and breathe what you’re doing then it brings joy in the process as much as the result.
Simplicity – this is the shortest route from idea to result. An analogy with breathing always comes into my head – what can be easier than breathing? Any process, project or action has its shortest route and it is very important to find it. And this path always passes through the person themselves. I, for example, am frequently worried by thoughts, doubts and questions but when something finally happens it is like breathing-in.
In order to reach this end path one should be interested not just in the final aim, but in the processing of achieving it – in the answer to the question, in solving the problem, in setting the task... This also relates to how you communicate. Here directness is simplest and most understood. You often forget about this when trying to say it nicely... But the simplest answer is a straight answer.
Ease comes about when there’s an understanding of “how”, “why” and “what for.” When you live and breathe what you’re doing then it brings joy in the process as much as the result.
Simplicity – this is the shortest route from idea to result. An analogy with breathing always comes into my head – what can be easier than breathing? Any process, project or action has its shortest route and it is very important to find it. And this path always passes through the person themselves. I, for example, am frequently worried by thoughts, doubts and questions but when something finally happens it is like breathing-in.
In order to reach this end path one should be interested not just in the final aim, but in the processing of achieving it – in the answer to the question, in solving the problem, in setting the task... This also relates to how you communicate. Here directness is simplest and most understood. You often forget about this when trying to say it nicely... But the simplest answer is a straight answer.
Treat the Client, as if it were You
It has always happened to me that, in any activity, whether it’s personal life, work or relaxation, that there is a time and place when I can see myself from the sidelines. It happens that I can feel myself in a crowd of people or in discussion, or simply just walking down the road, I start hearing my own words and almost feel outside my body, as if inside me there’s another person in charge.
These moments can be very useful, e.g. they enable me to see and hear what is frequently concealed by the succession of events that follow one after the other throughout the day. They enable me to step aside from the habitual style of work developed over the years, stop at some moment and say to yourself: ”Stop! Now you can do it a different way.”
One would ask how is this connected to management and working with clients?
In particular, this helped me to make a number of useful observations.
One would ask how is this connected to management and working with clients?
In particular, this helped me to make a number of useful observations.
Treat the Client, as if it were You
The first observation is that my level of communication, the efforts I apply to completing a business task, my haste in solving problems, completely reflects my internal state and relation to myself. I cannot be more than the person I am at that moment. The people I work with can definitely sense this. This can be put into a simple formula: Treat the Client as if it were You.. If you just use this like a teaching formula nothing will happen, what matters is personal engagement and interest in the process. In my opinion in this case interest is some sort of intuitive emotional experience which is experienced from genuine contact with someone else. It’s intuitive because I absolutely know exactly that I am behaving correctly, but emotion is like food - a shot of energy. It doesn’t matter if I write someone a letter, have a chat with him or talk on the phone. I offer him the same solution, product or service that I would use myself, and I’m not indifferent how the client takes it, which impressions and emotions cause the result.The Client is Always Right
The second observation is how I relate to someone’s reaction to an event. If I’m not interested in something I usually don’t pay it any attention, but it could work both ways. Meaning this: if I’ve paid attention, it could be interesting. Interest assumes engagement in a situation, problem, search for a solution – whatever. I take enormous pleasure, for example, when I can offer the person I’m talking to what they need. There is even more pleasure when I can see several steps ahead and can work out the situation in my head, and when I try to think about it I feel as if I wasn’t capable of this. Its about the chance to listen and personal experience to the past. Then the expression “The Client is always Right” acquires a very precise and clear meaning. The Client is actually always right because he’s expressing his opinion, his vision, his perception even if it doesn’t agree with mine, but at this moment in time presents his view of the world. It’s very important. In this situation I have an opportunity to offer the Client what he needs if I listen to him thoroughly. If I don’t hear the client and only listen to myself then nothing will happen. Paying attention is the key to this. It should be paid in two directions – to the other person and your inner self.Cards on the Table
Today the third observation I want to write about is openness. Nothing else quite forces someone to extricate themselves from difficult circumstances in the future than often unfounded attempts to avoid some proposed problems in the past. The most correct decisions are often concealed in simple things. The source of a problem at the end of a project can be traced back to something that was done at the planning stage. This is all “Common Sense” about which much has already been written about and said. It seems something else is important here. An open approach is equally important, as is the sense to say no when necessary and agree at that very moment when you feel that it’s right to advise the Client, to advise of issues when they arise, and offer a solution when inside you’re saying “Yes, yes, this is the moment! Go on, do it!” Yet another essential thing is being able to recognise mistakes. This is also directly linked with openness and sincerity. A mistake, in essence, is a simple event, like success or right choice. If I recognise success I also have a chance to recognise a mistake. There’s no difference between these two things.Responsibility to...
This term is loved by many when it comes to decision-making, choice of supplier or worker, when “blame-storming” a project, evaluating the work of employees and so on.
I have myself witnessed on more than one occasion situations when someone has been entrusted a task for which he had barely had an idea how to complete, who had the necessary management skills and internal potential for completing the task handed to him. He had been “conferred with responsibility” and he should carry it triumphantly barely understanding with what exactly he had been entrusted.
Everyone’s head is filled with ideas about how one should conduct oneself so it looks responsible without a distinct understanding of what it is in actual fact.
Examples can be found every day. If something didn’t happen for someone, the deadline expired, poor work was submitted, was rude to a colleague... what are they most likely to do? They’ll say that “it happens”, “they pushed me,” “they didn’t do this and that for me,” “and why did he behave like that?” In this context responsibility is represented as a form of duty to answer for carrying out an action or not. But what does “to answer for” mean? In my opinion the answer is a conscious evaluation of one’s capabilities and perceived choice. It’s important to replace the illusion of “responsibility for something” to responsibility to oneself.
It’s a unique look inside. At this moment a wide field of my capabilities opens up, from which I can formulate a strategy for future actions. By manipulating my capabilities alone I cannot say that someone forced me or pushed me to take one step or another, the consequences of which I would be responsible. For me this understanding is another boundary for sincerity to oneself, there’s no chance to lie to yourself or blame someone for failing.
This very principle will also work when delegating responsibility to someone else. It’s important not to simply issue a task and forget about it. In this sense everything will be subject to the will of Fate. If the person doing it turns out to be good, the task will be completed, but if not then you have to constantly interfere with a badly-working mechanism, directing and correcting its course. You have to feel this and have an intuitive feeling of a conscious choice when delegating, which exists in an understanding of your own responsibility to yourself. After this it should be enough to just follow the process from time to time without interfering in it and allowing it an opportunity to develop along its nominated path. So you can formulate the following principle of whole-hearted management. It can be regarded as the approach to carrying out tasks from the position of responsibility to yourself.
Examples can be found every day. If something didn’t happen for someone, the deadline expired, poor work was submitted, was rude to a colleague... what are they most likely to do? They’ll say that “it happens”, “they pushed me,” “they didn’t do this and that for me,” “and why did he behave like that?” In this context responsibility is represented as a form of duty to answer for carrying out an action or not. But what does “to answer for” mean? In my opinion the answer is a conscious evaluation of one’s capabilities and perceived choice. It’s important to replace the illusion of “responsibility for something” to responsibility to oneself.
It’s a unique look inside. At this moment a wide field of my capabilities opens up, from which I can formulate a strategy for future actions. By manipulating my capabilities alone I cannot say that someone forced me or pushed me to take one step or another, the consequences of which I would be responsible. For me this understanding is another boundary for sincerity to oneself, there’s no chance to lie to yourself or blame someone for failing.
This very principle will also work when delegating responsibility to someone else. It’s important not to simply issue a task and forget about it. In this sense everything will be subject to the will of Fate. If the person doing it turns out to be good, the task will be completed, but if not then you have to constantly interfere with a badly-working mechanism, directing and correcting its course. You have to feel this and have an intuitive feeling of a conscious choice when delegating, which exists in an understanding of your own responsibility to yourself. After this it should be enough to just follow the process from time to time without interfering in it and allowing it an opportunity to develop along its nominated path. So you can formulate the following principle of whole-hearted management. It can be regarded as the approach to carrying out tasks from the position of responsibility to yourself.
Some words before...
Money
Everyone really wants it, as well as receiving more and spending less. In the
overwhelming majority of cases money is the main argument for decision making, is
the key factor in any Russian tender, the sharpest item in the financial report, the most sought-after
bonus, which you want to receive together with recognition of your human value.
This is nothing to be surprised about – it’s always been like that and will be
for a long time to come.
The Result
Everyone needs it, everyone talks about it, and even more think about it in
the context of receiving the same money that engenders many well-conceived,
thoughtless and sometimes senseless projects. At times the method of achieving
this result is very cloudy, and the methods applied are not always suited to
the situation. This all blocks the road to the Holy Grail in something
resembling a Brownian motion.
Management
In the majority of cases this results in the transfer of responsibility from one performer to another. As a result of their joint efforts something is created that only barely resembles
what was planned in the beginning. Furthermore this is proudly named The Result
and, they say, just like it was conceived and is good that it turned out just
like that and not worse. For all of this there is a huge number of project management
and personnel management methods, a vast array of books and articles have been
penned about management structures. Just a few of these emphasise the internal
development of ‘the manager.‘
When I first convinced myself of just how stable this model is, in which to a known degree everything is posited from head to toe, and embedded in contemporary business practice, it seemed to me that I could use this as an excellent opportunity for developing and offering my clients management and services of a level quite different to those that they were accustomed to receiving.
Interests
“And when will I be paid?”
Pay day is everyone’s favourite day of the month. This completes the circle
– beginning with money, everything comes down to just that.
When I first convinced myself of just how stable this model is, in which to a known degree everything is posited from head to toe, and embedded in contemporary business practice, it seemed to me that I could use this as an excellent opportunity for developing and offering my clients management and services of a level quite different to those that they were accustomed to receiving.
I needed to turn the page with the heading Interest in the Result. With due
effort interest generates responsibility in a person, forcing them to seek a
solution and forming the required expertise for independent management. In this instance money is not an end to itself,
but an entirely natural reward and the result of applied effort. In this manner
I had the chance to sell not just goods and services for a certain monetary amount,
but a whole process or my own type of management culture, whose result is the
very same product or service, but of an incomparably different character. The difference is, above all, in the impressions and feelings, that the client has
from the Result.
It’s about just these very experiences, management culture and personal responsibility
that I wanted to write about in this blog.
