After we discovered that a manager’s output is represented by the output of the team plus the output of the neighboring teams under his/her influence, now let’s focus on how important is to have indicators and how we can assure quality and productivity.📈
“High Output Management” by Andrew Grove is a practical and pragmatic book that covers multiple topics, insights, and ideas from the management world. This article is an introductory one about this book and it covers the role of the manager in this changing context, the management equation, and the purpose of the training in your team members’ growth.
Our learning experience has come to an end. In my previous articles I treated details about fundamental techniques in handling people, how to make people like us and to win people on our way of thinking.
In this part we will cover the last part of the book “How To Win Friends and Influence People”, more precisely it is about how to change people without giving offense or arousing resentment.
Let’s continue our journey about learning how to win friends and influence people. Until now we discovered 3 Fundamental Techniques In Handling People and 6 ways to make people like us.
Now it is the moment to learn how to win people on our way of thinking.
In my previous article I wrote about Fundamental Techniques In Handling People, and we discovered the first 3 principles:
✔️Principle 1 – Don’t criticize, condemn or complain.
✔️Principle 2 – Give honest and sincere appreciation.
✔️Principle 3 – Arouse in the other person an eager want.
In this post we will cover how we could make people like us. 🙂
According to Wikipedia: “How to Win Friends and Influence People is a self-help book written by Dale Carnegie, published in 1936. Over 30 million copies have been sold worldwide, making it one of the best-selling books of all time. In 2011, it was number 19 on Time Magazine‘s list of the 100 most influential books”. So in the upcoming articles I will cover the content of this book.
Social habits are why some initiatives become world-changing movements, while others fail to ignite. And the reason why social habits have such influence is because at the root of many movements is a three-part process that historians and sociologists say shows up again and again
Building, maintaining and repairing trust – a precondition for decentralized control.
What we know about trust ? It is a big thing
“Trust is like the air we breathe. When it is present, nobody really notices. But when it is absent, everybody notices”
How do habits change ? There is, unfortunately, no specific set of steps guaranteed to work for every person. We know that a habit cannot be eradicated – it must, instead, be replaced. And we know that habits are most malleable when the Golden Rule of habit change is applied: if we keep the same cue and the same reward, a new routine can be inserted.
But that’s not enough.
“We are all big dogs now”
In many organizations you can make good progress in your early career by using positional power and traditional authority to get things done. Junior managers often have clear areas of responsibility and accountability and within that area, they are indeed a “big dog” and can use that power to get things done quite effectively.
However, once we are promoted to executive level in our organization, or when we start working in a more ambiguous matrix role, we need to build alliances and influence people we do not have formal authority over.
alin miu 