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Management Would be Easy if You Didn’t Have to Deal with People, part 1 of 3
We frequently remind managers, as well as aspiring managers, that management is a new career. As surely as teaching is different from accounting, management is different than the role that a person held as an employee or as a start-up entrepreneur.
Many new managers, however, find themselves overwhelmed. Instead of focusing on the day-to-day job that earned them their promotion, they now must manage a bunch of other folks with a seemingly endless stream of needs and demands.
So oftentimes, a new manager is just flying blind. She’s trying to deal with a whole array of unknowns, and she already had enough of those.
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About the Author
John Cioffi received his first business education in his family’s restaurant and lodging business. He later held executive positions in several companies, ranging from start-ups to a Fortune 100. He has been a business coach for more than 15 years, is a frequent business speaker, and is a partner in GoalMakers Management Consultants. He received a BA from Colby College, a master’s degree from Dartmouth, and an MBA from Wharton.
All too often, executives and planners focus on the cost of implementing a project and omit recognition of the other associated costs accompanying the resulting outputs once the project is completed. Even if those costs are accounted for, other hidden costs, such as the reduction of future operational flexibility and options, can be overlooked. Overlooking these costs can significantly impact an initiative’s return on investment; inappropriately inflating the investment’s value to a point where an otherwise unacceptable pursuit appears to be worthwhile. Therefore, when selecting from among the myriad of business operations and initiative opportunities it is important to fully examine the total cost of ownership.
“There are costs and risks to a program of action but they are far less than the long range risks and costs of comfortable inaction.”
Culture is hard to quantify but its impact on business operations is unmistakable. Even the well-conceived strategy cannot withstand the onslaught of a counter focused culture. In order for a strategy to be implementable, it must be formulated to work within the confines of the corporate culture. Alternatively, the corporate culture must be changed before the strategy is implemented… typically a years long process.
“Nothing can stop someone with the right mental attitude from achieving their goal. Nothing on earth can help a person with the wrong mental attitude.”
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