For over forty years The Fortune Group has been helping businesses succeed, and managers manage. In that time we've seen just about every kind of business situation imaginable however we’ve also learnt that the future is not what it used to be. And after all these years in the trenches, solving real, not textbook, problems, we’ve discovered that companies fail primarily because managers fail. And when managers fail it is not because they cannot master numbers, but because they try to master people, or manipulate them or ignore them.
To our mind, the quality of management and leadership is the single most important ingredient in the recipe for business success.
So how would you like to sharpen your leadership and managerial skills by avoiding the common mistakes managers make with the people they manage? We're going to give you the truly classic mistakes. Indeed, managers have been making the same ones since the dawn of human history. And they can prove fatal – if not for you, very definitely for your company!
But you don't have to perpetuate any of these common defects of managerial character, habit, style and judgement….if you know what they are. And, luckily for you, there are not many. Over succeeding posts we are going to discuss the 12 that we’ve scrupulously catalogued as the most common managerial mistakes that occur in business situations that have gone sour. In the thousands of companies that The Fortune Group has served throughout the world, we’ve had the privilege of having managers privately share with us, their mistakes and their failures. The words to describe the situations may differ, but the underlying problems seldom do. Our next series of blogs will highlight the common traps, so that by being aware of them you will be less likely to fall into them (again!).
As Steve Brown, Fortune’s Chairman and Founder, highlights in our multimedia training programs, Practical Sales Management and Leadership In Action, the true art of management, lies not in the art of winning, as so many populist business books often characterise it; but rather in the art of winning assent. It is the art of clearly communicating purpose and expectations, and diligently monitoring objectives and tasks, then fairly rewarding the people who achieve them, because they have made a commitment to them on the basis of corporate good and personal interest.
Leadership and management, we believe, is the art of winning assent to meaningful corporate purpose and objectives, and of reaching them through others.
In our second post in this series we'll discuss Major Mistake #1 "Failure to Accept Personal Accountability".