||Welcome to the club!
||If you want to be a general manager, begin
performing like a general manager.
||Never tolerate mediocrity.
||Move fast with reversible decisions---move less
fast with irreversible decisions.
||Never try to solve all of the problems at
once---make them line up one-by-one.
||Never waste time on low-impact matters.
||Don't even listen to any significant program
presentation that doesn't include a definite time period allocated for
||First be effective; then devise ways to be
||Seek out those rare individuals who are truly
committed, and build around them.
||It never pays to delay personnel decisions.
||It is better to impose slight over-control than
to lose control.
||It is easier to remove controls (or ease them)
than it is to install them.
||The shorter the control cycle, the more
effective the results
||No one ever gives 100% all the time.
||Aggressive and consistent review of
accountability guarantees an improvement in results
||The effectiveness of a firm's planning and
control is inversely related to the organization level at which it is
||Never accept a "numbers only"
financial report; insist on prose; "good-bad" statements and
||Manage inventories and receivables by
"profile" too, not only in total.
||Rank your time and project selection according
to impact on profitability.
||Manage an organization as nature would: (A.)
Show neither malice nor pity. (B.) Abhor a vacuum, whether of power or
||Management's responsibility to
employees---begins and ends with creating an environment for individual
opportunity. (A.) Support those who grasp it. (B.) Replace, promptly,
those who fail---for whatever reason--- to grasp it.
||Plan your operational environment changes so
that the implementation periods parallel each other.
||Your true adversary is time. Not
competition, not legislation, not the economy---but time.
||It is far better to risk over-investment of
time in productive planning than to rely on ad hoc solutions to
||Management planning is not complicated, but it
is tedious---that's why the temptation is so strong to avoid it.
||Law of reversed entropy apply to business
organizations: that is, energy must be applied to the system to restore,
maintain, or increase order. In the absence of applied energy, the
system will deteriorate toward increasing disorder.
||Results are generated by conditions---viz.,
etc., the operating environment of a firm. Don't expect changes in
results if you haven't changed the conditions.
||Get time on your side.
||Only rarely are business failures or poor
decisions the result of too much planning; almost universally they can
be traced to management ego---the temptation to say, "I don't need
a plan; I'm sure I can handle whatever develops.
||When management only responds to
development, the bell has begun to toll. Excellent management
predetermines developments and thereby controls its corporate future.
||Management control is like vitamins---You need
a fresh dose every day to stay healthy; they are not supplied
||Learn to cope with vulnerability
||Get in the batter's box and swing. Babe
Ruth struck out more times than anyone else, but he also (until Hank
Aaron) hit more home runs than anyone else.
||Never be satisfied with results. Too
often, profitable companies become comfortable companies---and then they
are profitable no longer!
||A business can tolerate a truly enormous number
of errors in detail---if the strategic direction is relevant and
||Spectators never appear in the record books.
||Genuine, meaningful "ROI" improvement
is generated only by corporate growth.
||Avoid becoming responsible for someone else's
problems---you should have enough of your own to work on.
||Solving a business problem always generates
even more problems.
||Master the previous before leaping to the
||The first and foremost social goal of a
business is to make a profit.
||Maintain enough constant pressure to expand
your sphere of authority.
||No superior can give you authority. Your
extent of authority is exactly what you extract from your peers and
||The numbers can never be too hard.
||Don't waste your time risking small mistakes.
||If something is worth doing, it's worth doing
||Be known to have ambitions---never be known as
||A decisive man will always prevail only because
almost everybody is indecisive.
||An effective general manager is an expert
||Never propose single-vector strategy plans.
||For firms that intend to stay in business,
profit plans must always be based on an order input rate in excess of
the sales rate.
||If a numbers analysis conflicts with common
sense, abandon the numbers.
||The bigger the decisions, the more subjective
the decision-making process.
||At best, quantitative analyses only justify an
already "right" decision.
||Management is always a contest of
wills---that's why persistence always wins.
||Never just "attend" a
meeting---always "win" it.
||Become immune to "paralysis by
||The more someone asks for supplemental
analyses, the less serious he is about facing the issue.
||The "BS" content in a firm's
communication system is proportional to the number of layers in the
||Never make a decision unless you really have
||Nothing is as effective as a well-planned
||Use approval-level sign-off for communication
in all operational activities.
||Nothing is as devastating to an opinion as a
||Every new general manager has but one honeymoon
period---use it wisely.
||Never become involved in the personal lives of
||Management planning is a tow-step process:
(I.) analysis---defining in detail the objective(s), and the tasks
needed to achieve those objectives. (2.) synthesis---ranking by priority
the sequencing and specific assignment of the defined tasks.
||The right answer at the wrong time is always a
||There are really only two types of problems:
growth problems and liquidation problems. Growth problems are
||Constantly test the ranking of planned action
||When nothing else works...