The New Trend


Today, everything has changed. Globalization, the internationalization of markets and corporations, has changed the way modern corporations do business. To reach the economies of scale necessary to achieve the low costs, and thus the low prices, needed to be competitive, companies are now thinking of a global (worldwide) market instead of a national market. Instead of using one international division to manage everything outside the home country, large corporations are now using matrix structures in which product units are interwoven with country or regional units. International assignments are now considered key for anyone interested in reaching top management. As more industries become global, strategic management is becoming an increasingly important way to keep track of international developments and position the company for long term competitive advantage.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Speed Matters


  • Speed is competitive advantage.
  • Everything is time-based.
  • Time is the scarcest commodity in the world.
  • When a customer says, ‘time is not important’ – ignore them.
  • Fast = Fast Action Secures trust
  • Fast service adds value
  • Speedy follow-up shows you care.
  • The more time-sensitive your product, the greater the potential competitive advantage.
  • Speed costs nothing, but has to be built-in.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Time Wasters


In quality management everything has to be done at the right time. Unless one is conscious about this, it will make things worse. There are many time wasters which are to be consciously avoided. Some common time wasters are:

Personal:

  • Lack of discipline
  • Indecision
  • Procrastination
  • Open door
  • Over conscious approach

Organizational:

  • Poor filing
  • Phone calls
  • Red tapism
  • Lack of priorities
  • visitors

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Releasing Each Person’s Potential


Great managers would offer you this advice: Focus on each person’s strength and manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Instead do everything you can to help each person cultivate his talents. Help every person become more of who he already is.

This radical approach is fueled by one simple insight: Each person is different. Each person has a unique set of talents, a unique pattern of behaviors, of passions, of yearnings. Each person’s pattern of talents is enduring, resistant to change. Each person, therefore, has a unique destiny.

Sadly, this insight is lost on manay managers. They are all at ease with individual differences, preferring the blanket security of generalizations. When working with their people, they are guided by the sweep of their opinion—for example, “Most salespeople are ego driven” or “Most accountants are shy.”

In contrast, great managers are impatient with the clumsiness of these generalizations. They know that generalization obscure the truth: that all salespeople are different, that all accountants are different, that each individual, no matter what his chosen profession, is unique. Yes, the best salespeople share some of the same talents. But even among the elite the differences will outweigh the similiarties. Each salesperson will have his different sources of motivation and a style of persuasion all his own.

The rampant individuality fascinates great managers. They are drawn to the subtle but significant differences among people, even those engaged in the same line of work. They know that a person’s identity, his uniqueness, lies not just in what he does—his profession—but in how he does it—his style.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

What Great Managers Know


Conventional wisdom encourages you to think . People’s natures do change, it whispers. Anyone can be anything they want to be if they just try hard enough. Indeed, as a manager it is your duty to direct those changes. Devise rules and policies to control your employees’ unruly inclinations. Teach them skills and competencies to fill in the traits they lack. All of your best efforts as a manager should focus on either muzzling or correcting what nature saw fit to provide.

 Great managers reject this out of hand. They remember what the frog forgot: that each individual is true to his unique nature. They recognize that each person is motivated differently, that each person has his own way of thinking and his own style of relating to others. They know that there is a limit to how much remolding they can do to someone. But they don’t bemoan these differences and try to grind them down. Instead they capitalize on them. They try to help each person become more and more of who he already is.

Simply put, this is the one insight echoed by tens of thousands of great managers:

  • People don’t change that much
  • Don’t waste time trying to put in what was left out
  • Try to draw out what was left in
  • That is hard enough.

This insight is the source of their wisdom. It explains everything they do with and for their people. It is the foundation of their success as managers.

This insight is revolutionary. It explains why great managers do not believe that everyone has unlimited potential; why they do not help people fix their weaknesses; why they insist on breaking the “Golden Rule” with every single employee; and why they play favorites. It explains why great managers break all the rules of conventional wisdom.

Simply though it may sound, this is a complex and subtle insight. If you applied it without sophistication, you could quickly find yourself suggesting that managers should ignore people’s weaknesses and that all training is a complete waste of time. Neither is true. Like all revolutionary messages, this particular insight requires explanation.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight