To run our businesses more effectively, most documents and reports in our businesses (including summaries, plans, reviews, and analysis) should be kept to one page.
Businesses are awash in information, specifically reports, analysis, weekly updates or reviews, which are rarely read and, even more seldom, acted upon. As an example, the one page Executive Summary is a relic of the past, now replaced by Executive Summaries of 3 – 5 pages or even longer. Such long reports or analyses are time-consuming to write and usually too complex to translate into actionable steps to move our companies forward
“Abraham Lincoln said that people think that the real test of a person’s character is how they deal with adversity. A much better measure of a person’s character is to give them power. I’ve been more often disappointed with how people’s character is revealed when they’ve been given power.” Harvard Business School Dean Nitin Nohria
As leaders, we have power. We have the power to direct and lead others; we have the greater power in all of our interpersonal relations. This power requires us to be even more attentive in our interpersonal relations to ensure that we do not abuse this power, but instead that we are as effective as possible in developing open, positive, two-way communication with our teams.
So, what can we do to develop strong interpersonal relations with the people who work for us?
“The world is changing faster than ever before.”
“We need to adapt to the change or we will get run over by it.”
“The paradigm has shifted and the world will never be the same.”
“Robotics and AI (Artificial Intelligence) will disrupt every industry and company on the planet.”
The hype from the media about the change happening in the world is nearly overwhelming. As such, many of us live in fear that we and our businesses are not changing fast enough.
To move our companies forward, we need to experiment. We need to try out new products, new sales/ marketing strategies, new processes, and new leadership styles. We cannot be certain if all of these will work. But, to not experiment means that our companies stagnate.
It is common sense to take a method and try it: if it fails, admit it frankly and try another. But, above all, try something. Franklin Delano Roosevelt
“In a minute, there is time for decisions and revisions which a minute will reverse.”
This line from the 1915 T.S. Elliot poem, The Love Song of J. Alfred Prufrock, is a lovely bit of poetry. It is also a prescription for how not to run a business.
To be successful leaders running successful businesses, we need to be decisive. We need to make a decision, decide on a course of action, and then work relentlessly to execute on the decision.
“The one word that makes a good manager — decisiveness.” Lee Iacocca
Guilty as charged!! I confess that I do, at times, micromanage.
However, soon after slipping into micromanagement, I become aware (yet again) that micromanagement is truly just mis-management. It would have been far better for me to avoid the trap of micromanagement and to focus instead on coaching and empowering my team to achieve great results.
Several years ago, a medical surgeon, Atul Gawande, wrote a best-selling book, The Checklist Manifesto: How to Get Things Right, that discusses the advantages of using checklists in all types of activities from surgery to disaster recovery to business.
As leaders, we need to follow his advice and use checklists regularly to help improve our companies.