Management and Buy-In

One of my all time favorite training programs was an old 1970s audio program called Managing Management Time by Bill Oncken.

management-moleculeHis poignancy and humor about the political and productivity challenges inherent in management have left a lasting impression.

One of the concepts presented is that of the Management Molecule:

  • Your boss
  • Internal peers
  • External peers
  • Your subordinates

This is worth learning about for both management success, and also for getting access to a complete Decision Making Unit in B2B sales.

Check out the Management Molecule.

How many things can you work on at once?

6 months ago in my private journal I wrote…

I have come to think only 3 active projects at a time is sensible.  But how to divide them amongst so many areas of life?

My good friend Joshua Seymour quoted this passage from a book we have both read:

The “Do-Everything” Approach

A key to success is to overload oneself with work. This forces a person to become increasingly dynamic.

Most people can think of, at any one time, several important projects that should be moved on.

Traditional thinking leads individuals to think that they cannot possibly work on all of those projects at once.

Most peoples’ schedules already seem stretched to their limits. Thus, a person usually chooses one or two new projects to work on and puts the rest on hold.

In reality, a person needs to do the opposite. One’s attitude should be, “What the heck, I’ll take them all on!” This forces a person to become dynamic.

And it is this kind of pressure that pushes a person out of stagnation.

Andrew Carnegie, John D. Rockefeller, Henry Ford, and other business giants did not say “Oh, I’m too busy to work on that area of business; I can only work on this area for now.”

No, those business giants moved forward on everything that needed doing in their businesses — everything.

That’s how they built empires.

You, too, can employ a “Do-Everything” approach. Anything and everything that needs to be done in your business — just do it.

Do it regardless of current schedules or responsibilities.

I do agree. I also agree with Josh that he said to me ‘it probably depends on context’.  A topic I will cover here on the blog over the coming weeks…

What do you do to juggle all the various possible projects you could be involved with?  How many do you work on at any one time?

Leave comments below and I’ll reply.

Structural Tension Charting

Structural Tension Charting radically improves your approach to managing business and life.

I have taken Robert Fritz concept of Structural Tension Charting and combined it with my own integrations and the work of other noteables such as Peter Senge and Eli Goldratt to create what I am currently calling an Outcome Chart (as available inside the 7 Steps of Organizing).SolutionPath

What would it take to commercialise the following?

Freeing people to create the lifestyle necessary to fill their deepest criteria for contentment, by providing the precise information references and tools that will facilitate the manifestation of there dreams and wishes into reality.

The organizing principle of structural tension…

Structural Tension Charting

Here are the principles:

  • Tension is the basic unit of Structure
  • Tension exists out of discrepancy:  It is a dynamic of structure that causes energy to move along the path of least resistance
  • The path of least resistance is the principle that in nature, energy moves where it is easiest to go
  • Structural tension is the discrepancy between two states, our desired state as compared to our current state

Structural tension charting facilitates the resolution of structural tension through allowing the visual representation of current reality, with the building up of all the steps that will get us to the desired reality.

Each Chart is comprised of a Current Reality box, a Desired Reality box, and a box inbetween for ‘how to get from here to there. This comprises a Structural Tension Chart.

stc
It really is quite simple…

Robert Fritz book The path of least resistance for Managers explicates the system of structural tension charting. (See an article review of the book here).

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