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    The On-Time, On-Target Manager - How a Last-Minute Manager

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    内容提示: 4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page i Books by Ken BlanchardTHE LEADERSHIP PILL (with Marc Muchnick), 2003FULL STEAM AHEAD! (with Jesse Stoner), 2003THE SERVANT LEADER (with Phil Hodges), 2003THE ONE MINUTE APOLOGY™ (with Margret McBride), 2003ZAP THE GAPS! (with Dana Robinson and James Robinson), 2002WHALE DONE!™ (with Thad Lacinak, Chuck Tompkins, and Jim Ballard), 2002HIGH FIVE! (with Sheldon Bowles), 2001THE LITTLE BOOK OF COACHING (with Don Shula), 2001MANAGEMENT OF ORGANIZAT...

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    4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page i Books by Ken BlanchardTHE LEADERSHIP PILL (with Marc Muchnick), 2003FULL STEAM AHEAD! (with Jesse Stoner), 2003THE SERVANT LEADER (with Phil Hodges), 2003THE ONE MINUTE APOLOGY™ (with Margret McBride), 2003ZAP THE GAPS! (with Dana Robinson and James Robinson), 2002WHALE DONE!™ (with Thad Lacinak, Chuck Tompkins, and Jim Ballard), 2002HIGH FIVE! (with Sheldon Bowles), 2001THE LITTLE BOOK OF COACHING (with Don Shula), 2001MANAGEMENT OF ORGANIZATIONAL BEHAVIOR (with Paul Hersey), 8th Edition, 2000BIG BUCKS! (with Sheldon Bowles), 2000LEADERSHIP BY THE BOOK (with Bill Hybels and Phil Hodges), 1999THE HEART OF A LEADER, 1999GUNG HO!®(with Sheldon Bowles), 1998MANAGEMENT BY VALUES (with Michael O’Connor), 1997MISSION POSSIBLE (with Terry Waghorn), 1996EMPOWERMENT TAKES MORE THAN A MINUTE (with John Carlos and Alan Randolph), 1996EVERYONE’S A COACH (with Don Shula), 1995WE ARE THE BELOVED, 1994RAVING FANS®(with Sheldon Bowles), 1993PLAYING THE GREAT GAME OF GOLF, 1992THE ONE MINUTE MANAGER BUILDS HIGH PERFORMING TEAMS (with Don Carew and Eunice Parisi-Carew), 1990THE ONE MINUTE MANAGER MEETS THE MONKEY (with William Oncken, Jr., and Hal Burrows), 1989THE POWER OF ETHICAL MANAGEMENT (with Norman Vincent Peale), 1988THE ONE MINUTE MANAGER GETS FIT (with D. W. Edington and Marjorie Blanchard), 1986LEADERSHIP AND THE ONE MINUTE MANAGER (with Patricia Zigarmi and Drea Zigarmi), 1985ORGANIZATIONAL CHANGE THROUGH EFFECTIVE LEADERSHIP (with Robert Guest and Paul Hersey), 2nd edition, 1985PUTTING THE ONE MINUTE MANAGER TO WORK (with Robert Lorber), 1984THE ONE MINUTE MANAGER®(with Spencer Johnson), 1982Books by Steve GottryA KICK IN THE CAREER (with Linda Jensvold Bauer)COMMON SENSE BUSINESS IN A NONSENSE ECONOMY4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page ii How a “Last-Minute Manager”Conquered ProcrastinationKen Blanchard Steve GottryWILLIAM MORROWAn Imprint of HarperCollinsPublishers4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page iii Grateful acknowledgment is made to reprint the following: “Turn! TurnTurn!” (“To Everything There Is a Season”), words from the Book ofEcclesiastes, adaptation and music by Pete Seeger. TRO—© Copyright1962 (Renewed), Melody Trails, Inc., New York, NY. Used by permission.THE ON-TIME, Family Partnership and Priority Multimedia Group, Inc. All rightsreserved. Printed in the United States of America. No part of this bookmay be used or reproduced in any manner whatsoever without writtenpermission except in the case of brief quotations embodied in critical articlesand reviews. For information address HarperCollins Publishers Inc., 10 East 53rd Street, New York, NY 10022.ON-TARGET MANAGER. Copyright © 2004 by The BlanchardHarperCollins books may be purchased for educational, business, or salespromotional use. For information please write: Special MarketsDepartment, HarperCollins Publishers Inc., 10 East 53rd Street, NewYork, NY 10022.FIRST EDITIONDesigned by Nancy Singer OlagueraPrinted on acid-free paperLibrary of Congress Cataloging-in-Publication DataBlanchard, Kenneth H. The on-time, on-target manager : how a “last-minute manager” conquered procrastination / Ken Blanchard, Steve Gottry.—1st ed.p. cm.ISBN 0-06-057459-3 (alk. paper)1. Time management. 2. Executives—Time management. 3. Procrastination. I. Gottry, Steven R. II. Title.HD69.T54B555 2004658.4'093—dc22200306239704 05 06 07 08 ❖/RRD 10 9 8 7 6 5 4 3 2 14605_OnTim_3P[i-xvi, 1-126] . qrk 11/07/2003 2: 22 PM Page iv To all who want to take charge of their lives and become everythingthey want to be4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page v 4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page vi ContentsForewordixIntroductionxiiiOne/LATE FOR A VERY IMPORTANT DATE1Two/CHANGES AHEAD9Three/THE FIRST P 15Four/THE FIRST TEST23Five/DENIAL29Six/THE SECOND P41Seven/THE “BILL OF RIGHTS” 45Eight/DEEP IN THOUGHT71Nine/WHOSE ALPHABET IS IT, ANYWAY? 79Ten/ANOTHER NIGHT OF THOUGHT85Eleven/NOT MORE OF THIS! 93Twelve/ON-TIME, ON-TARGET97Thirteen/THE PERFECT SOLUTION107Epilogue: A Personal Note from the Authors111You Can Make a Difference . . . 117Acknowledgments119About the Authors1234605_OnTim_3P[i-xvi, 1-126] . qrk 11/07/2003 2: 24 PM Page vii 4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page viii ForewordJust as sports teams have winning seasons and losingseasons, so do organizations of every kind.And just as any sports team can experiencesetbacks and injuries, so can any business. Often, themost devastating cause of these is procrastination. Amember of your team who is habitually late can causetremendous harm to other players. It could be in theform of added stress for everyone, financial loss, oreven failure of the enterprise. Thankfully, there is asolution to this problem—and you are holding it inyour hands!Ken Blanchard and Steve Gottry have knocked itout of the park with The On-Time, On-TargetManager. This book not only offers a rock solid plan tohelp procrastinators get on track, but it also provides afoundation for making day-to-day decisions based onthe highest moral and ethical standards. It’s only natural for sports fans to hope that theirfavorite team will have a winning season each year.Similarly, shareholders, employees, and customersexpect that their company or nonprofit is going toprosper and grow year after year.4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page ix Yet both of these expectations are unrealistic—even if top-quality leadership is in place. Having agreat manager of, say, a baseball club does notnecessarily guarantee a winning record or a play-offberth. Too many other factors come into play. Theshort list would include the strength of thecompetition, the nature of the schedule, and injuriesto players.Strong competition is a major factor in any sport.A baseball team that has hitters such as Babe Ruth,Lou Gehrig, Willie Mays, Henry (Hank) Aaron, StanMusial, Reggie Jackson, Mark McGuire, Sammy Sosa,or Barry Bonds is likely to enjoy success. A team thathas pitching strength—with the likes of Cy Young,Nolan Ryan, Don Sutton, Bert Blyleven, RogerClemens, Randy Johnson, or Curt Schilling—is goingto win games. They have a competitive edge. Thatmakes it tough for the home team. Add a toughschedule in a tough division, and things become evenmore challenging. Mix in injuries to key players, andmany of the fans are going to be unhappy with the waythe season will likely play out.I’m sure you can easily see the parallels in the worldof business, education, and nonprofit organizations.x / Foreword4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page x Competition will always be keen. Your “pitchers”—salespeople—are going to be pitching against some ofthe best in the business. Some heavy hitter out thereis going to do everything possible to out-design yourproducts, undercut your prices, or perform better interms of service. By putting Blanchard and Gottry’son-time, on-target principles into practice, you andyour team will be in a strong position to go for the win.No matter who you are or what you do, you will gainpowerful insights from this quick-read book.—Jerry Colangelo, chairman and CEO,Arizona Diamondbacks and Phoenix SunsForeword / xi4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page xi 4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page xii IntroductionThis book may not apply to you at all. But chancesare, it applies to someone you know. A coworker. Adirect report. Your boss. Possibly even your spouse orone of your kids.This book is about a diabolical career killer that islurking out there every day. In fact, it’s far worse thana career killer. It destroys organizations, marriages,families, relationships, fortunes . . . even entire lives.It’s called “procrastination.” In just five letters, it’sknown as “delay.” It’s when you put off doingsomething until later. But, as we said, this may notapply to you.The rest of us, though, have battled with thisinsidious enemy at one time or another. When wewere in high school or college, we waited until the lastminute to write an important paper or study for a finalexam. Then we stayed up all night to do our duty—and we barely functioned the next day.On the job, we sometimes even miss importantdeadlines as the result of procrastination. Or weaccomplish all of the meaningless tasks before we getto the important things.4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page xiii In our homes, we’re often too busy or too tired toread stories to our children. “It won’t hurt anything ifI wait until a better time,” we tell ourselves. Then,when they’re in college, we wonder why the “bettertime” never materialized.We rationalize, justify, and explain. As a result,our jobs, spouses, children, and health all suffer. Allbecause we “put it off” or do the “leastest” first andthe most important last—if at all.Although this may not apply to you, you should beaware that procrastination is far more universal thanyou might imagine. It isn’t a condition that pops upout of the blue, either. It has roots that run deep andmust be understood.People often procrastinate because they don’thave a clear picture of what’s important. And knowingwhat’s important involves knowing where they’vebeen, where they are now, and where they are headed.They procrastinate because they don’tunderstand that delaying action can lead to poordecisions and poor performance—and separate themfrom good results.They procrastinate because, while they areinterested in getting certain things done, they lack acommitment to broader goals, higher ideals, moreimportant tasks, and other people. There is anenormous difference between being interested inxiv / Introduction4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page xiv something and being committed to it. Consider thematter of exercise. Interested people will make allsorts of excuses as to why “today” isn’t the right day towork out. “I’m tired, it’s raining, I have too muchgoing on in my life right now, missing one day (orweek or month) won’t hurt.” In contrast, thecommitted people don’t know about excuses: theyonly know about results. “This is something I’m goingto do for myself. If it’s too hot or it’s raining, I’ll do aspeed-walk in a shopping mall.”It all comes down to three concise issues:• Lateness,• poor-quality work, and• the stress that results from procrastination.That’s the problem in a nutshell.The solution is found in the pages of this book—in the story of “Bob the Manager,” who discovered the Three P Strategy and gained victory overprocrastination to become on-time and on-target inevery area of his life.The first “P” helped Bob conquer lateness.The second “P” gave him the keys to improvedquality.Introduction / xv4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page xv The third “P” helped him reduce stress forhimself and his coworkers.Right now, you might be thinking of a person—orseveral people—who could benefit from our message.But the question is, how do you give this book topeople without offending them?Our answer is very straightforward. You explainthat while they may not be procrastinators, The On-Time,On-Target Manager offers a strategy that will makethem more effective in every area of pursuit. Tellthem, “The Three P Strategy even worked for the twoguys who wrote the book.” Yes, we are both naturalborn procrastinators, we have applied these simpletechniques in our own daily lives, and they have madea difference.This statement is obviously true. After all, weactually finished writing the book and even deliveredthe manuscript to our publisher on time!Do yourself (if you’re a procrastinator) and thespecial people in your life a favor—share the powerfulmessage of The On-Time, On-Target Manager.—Ken Blanchard and Steve Gottryxvi / Introduction4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page xvi ONELate for a Very Important DateBob the Manager woke up earlier than usual oneMonday morning. He always set his alarm for 6:00A.M. so he had time for a half-hour walk around thesmall lake that was two short blocks from his house.This day, though, his alarm went off at 5:30 A.M. That’sbecause he had a 7:30 A.M. breakfast meeting with hisboss, Dave.Bob was a little apprehensive about the meeting.He wasn’t sure his longtime dream of being promotedfrom Team Manager to Group Manager was comingtrue, or if the meeting would spiral downward into anunwelcome discussion of a few minor “performanceissues” in his past.In any event, by rolling out of bed a half hourearlier, he’d have time for his walk and would still beable to make the meeting on time.Bob completed his brisk walk, took a quickshower, sprayed on his favorite cologne, got dressed,and tied a perfect knot in his most “corporate” tie. He4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 1 hadn’t worn a tie for several years—what with theadvent of relaxed dress codes in the business world—so he struggled a bit with that stupid knot.Then he strapped on his very expensive, highlyaccurate Swiss watch and noted the time. Oops! Hewas running a tad behind. Getting dressed “just right”had taken more time than he’d anticipated.Not to worry, Bob the Manager thought. I canmake up some time on the road, he assured himself.He threw his PDA—his palmtop computer—and hissleek aluminum-clad laptop into his computer bag andgot into his car.He glanced at his watch again. He compared itwith the clock in the car. Yep. Still running behind.Better call Dave.When he reached the next red light, Bob theManager dug through his computer bag, found hisPDA, looked up the number, and called his boss.“Dave here,” said the voice on the other end.“Dave, this is Bob. I’m running a little behind.Are you at the restaurant yet?”“Yes,” said the voice. “And so far, you’re fifteenminutes late.”“I know. I’ve run into traffic,” Bob said, eventhough he knew that traffic this day was no worse thanusual. He could easily have allowed for it if he had2 / Late for a Very Important Date4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 2 thought things through ahead of time. “I’ll get there assoon as possible.”“Good,” said Dave. “I’ve got a full day going here.”When Bob arrived, he parked his car andpractically ran to the door. He was out of breath whenhe walked inside and scanned the restaurant for Dave.“About time,” Dave said when Bob approachedthe table.“Sorry, Dave. I hate to keep you waiting,” Bobhuffed and puffed, still gasping for oxygen. He tookhis seat and looked at Dave with considerableembarrassment.Dave hesitated for an uncomfortable length oftime before he finally responded. “Bob, how long haveyou been with Algalon Micro?”“Six . . . no, seven years, I think.”“Seven is about it,” Dave agreed. “And whatconcerns me is that in all that time, you still don’tseem to have grasped what’s really important to us.”Bob the Manager began to tense up. “I’m reallysorry, but what have I missed exactly?”“This is a fast-moving business, Bob. Technologyadvances not by the year, or month, or even week. Weare on the fast track. My view is that things changedaily. As the saying goes, ‘The cheese has moved.’ Andit keeps moving at lightning speed.”Late for a Very Important Date / 34605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 3 “I do know that,” Bob reassured his boss.“If we’re going to compete,” Dave continued, “wehave to remain keenly aware of what the competitionis doing, and leap ahead of them.”“I know that, too, Dave.”“If that’s the case, Bob, why are many of theforecasts you prepare delivered to my office late? Whyis every budget turned in at the last possible moment?Why is ‘just in time’ inventory management such anongoing struggle for your team? As Team Manager,you have the responsibility to make certain thatessential events take place on time.”“Yes, I know, Dave. I assure you, I’m doing my best.”“Bob, last month you got two days behind in thedelivery of motherboards to one of our biggestcustomers because you failed to order one littlecapacitor on time. That means our customer lost anentire day of production.”“I remember what happened exactly,” Bob theManager protested. “I was buried in paperwork at the time. Sometimes there just aren’t enough hours inthe day.”Dave wasn’t buying Bob’s excuse. “We just gotword that we lost that account to Dyad Technologies.Seems they claim that they can deliver the boards ontime. Apparently, their other customers are willing toback up that claim.”4 / Late for a Very Important Date4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 4 Bob the Manager turned red-faced. “I can’tbelieve we lost that customer. I thought we were insolid with them. It was just one little slipup.”“This is business in today’s world. According tothe people in sales, your little slipup is going to costour company almost $200,000 a year.”“I had no idea . . .”“Well, now you do.”“In all my years here, I believe that’s the only timeI’ve blown a deadline, Dave. And it’s certainly the firsttime we’ve ever lost any business because of me.”“It’s not just the lost business, Bob. It’s your wholepattern of just barely making deadlines. That patternnot only has impact on the quality of your work, but itcauses delays in other departments. You always seemto come in right under the wire, and quite a bit of thatshows in your work. You rush to get things done whentime is running out, and you make mistakes. Some ofthem have been costly, whether you know it or not.We just can’t tolerate that kind of sloppiness atAlgalon. Your work habits are creating stress for yourcoworkers, and I’m almost certain you have to befeeling the stress yourself.”“You’re right. I am stressed. But I’ve neverthought of myself as a sloppy person,” Bob said in hisown defense.Late for a Very Important Date / 54605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 5 “In some respects, it appears that you aren’t. Everytime I walk into your office, your desk is all organizedand tidy. It’s as though you focus on being ‘Mr. Neat’rather than on the vital few aspects of your job.”“That’s not true, Dave,” Bob protested.“The way I see it, Bob, you simply haven’tdetermined what’s important and what isn’t. That’s notworking for me, nor will it work for Algalon or itscustomers.”“What are you saying, exactly?” Bob the Managerventured with considerable hesitation.“Bob, you’re a good corporate citizen. You’re oneof the most likeable and generous guys in ourcompany,” Dave responded. “In fact, we all look up toyou for reaching out to help others in the companyand for your involvement in the community. Whilebeing a good match for our values is important, so areresults. This is a business, and we have to operate it assuch. All of the problems you’ve had lately are in yourpersonnel file. It’s all carefully documented. It’sserious enough, Bob, that we’re going to have to putyou on probation.”Bob was completely taken aback. He had goneinto this meeting thinking he might even bepromoted. Now he was on probation! How could hehave been so wrong?6 / Late for a Very Important Date4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 6 Dave continued, “My friend, there are two thingsI look for in every key employee. They are characterand performance. You are a person of great character.It’s your performance that falls short. If you didn’tpossess character, you’d be out the door. I don’t believethat character flaws can be easily corrected. But I dobelieve that performance issues can be resolved.”Bob breathed a silent sigh of relief and said, “I’mready to work on it.”Dave’s compassionate eyes revealed his truefeelings toward Bob. “I want you to succeed, myfriend. You have so much going for you. I don’t wantto have to let you go.”“Dave, I love Algalon. I’ve enjoyed my time here.What do I need to do to prove myself to you?”“I have a new plan that might help you. When youget to the office, I want you to see the HR Director.She’ll fill you in on the details.”“Will do,” Bob assured his employer.Dave offered a stern parting comment. “I hopeyou can change your ways, Bob . . . or you’ll have tolook for another opportunity. In today’s businessenvironment, companies simply can’t afford to haveany last-minute managers in their ranks.”Late for a Very Important Date / 74605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 7 4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 8 TWOChanges AheadBob the Stunned Manager got into his car anddrove to the office. He slowly walked down theseemingly endless corridor that led to the HumanResources Department. All the while, Dave’s lastwords rang through his mind: “. . . companies simplycan’t afford to have any last-minute managers in theirranks.”I’m a competent manager, Bob thought. I knowthis business inside and out. They need me here.Bob stepped into the HRD offices and waited forthe Director to finish a phone call. He was escortedinto her office and the door was closed.“I’m sorry to hear that things aren’t going well foryou right now, Bob,” the Director offered. “You’vebeen here for quite some time. We all like you andwould hate to see you go.”“I thought I’d be here forever,” Bob admittedcandidly.4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 9 The Director did what she could to offerencouragement. “Because Dave cares about peoplelike you and wants good citizens also to be goodperformers, he has hired a new person in a brand-newposition who will be able to help you become on-timeand on-target. It’s our belief that performance can beimproved. In order to achieve that goal, you will haveto go through The Process.”No mistake about it. Bob distinctly heard thecapital letters in the phrase “The Process.”“What is ‘The Process,’ if I might ask?”“Well, you will have to meet several times withthe CEO and go through a certain process designedto—”“The CEO?” Bob interrupted. “I have to meetwith Dave? He’s the one who sent me to meet withyou.”The HR Director smiled. “I’m not talking aboutthat CEO.”“Is there any other kind?” Bob wondered aloud.“There is now. It’s the Chief EffectivenessOfficer.”Bob was mystified. “Chief Effectiveness Officer?I’ve never heard of such a thing.” Is Algalon becomingsome kind of cult? he questioned silently.10 / Changes Ahead4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 10 The HR Director continued, “The reason you’venever heard of this position is probably because it wascreated just a few weeks ago.”“What exactly does this new kind of CEO do?”Bob queried.“Our CEO’s goal is to help good people like youimprove performance by evaluating you in terms ofthe Three P’s. Do you understand them? Do you applythem in your daily life at home and on the job? Areyou willing to work on your performance challenges,or will you continue to be a last-minute manager?”Spooky, Bob thought. Dave used those samewords: “last-minute manager.”The HR Director went on, “You see, at Algalon,we are clearly seeing that our success is dependentupon every member of the team thinking and actinglike an owner. If everyone is constantly looking fartherup the hierarchy for decision-making, our customerswill not be well served. So your ability to make keydecisions on your own at crucial moments in time willbe essential to our ongoing success. The Three PStrategy will empower you to meet that objective.”“What are the Three P’s?” Bob asked.“You’ll find out when you meet with the CEO,”the HR Director answered. “Are you free anytimetomorrow?”Changes Ahead / 114605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 11 “Yes. Early morning is best for me.”The HR Director dialed the CEO’s extension andscheduled a meeting for Bob at 8 A.M. “I think Bobwill benefit from The Process,” the HR Directoradded. “He has the right heart but his performancerecord here is not up to par. We hope you can get himon track to being an on-time, on-target manager. Thatwill probably involve giving him a checkup.”Bob couldn’t help but wonder what the HRDirector meant by that last comment. When the callended, he asked, “Do I have to undergo a physicalexam tomorrow?”The HR Director chuckled. “No, not at all. It allhas to do with your beliefs. You see, we have come tothe conclusion that beliefs drive behavior, and ifyou’re not getting the desired results, it can probablybe traced to a lousy belief. The CEO will help youlook at any flawed beliefs so you can become an on-time, on-purpose person. If she can do that, thechances for erasing this probation from your recordwill be outstanding.”Bob pondered her statements for a moment, thenasked, “Do I need to do anything to prepare for themeeting? Should I bring anything with me?”“No,” replied the HR Director. “Just be on time.”12 / Changes Ahead4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 12 • • •When Bob got home, his wife looked at her husband’sface and immediately sensed that something waswrong.“I was put on probation,” Bob confessed.“You’re not going to lose your job, are you?” sheasked nervously.“I don’t think so . . . as long as I can become anon-time, on-target manager—as they refer to it.”“How do you do that?” Bob’s wife asked.“My understanding is that I have to scheduleseveral meetings with the CEO.”“You’re going to be meeting with DavePederson?”Bob grinned. “Yeah, that’s what I thought, too.The CEO I’ll be meeting with is actually the ChiefEffectiveness Officer.”“The Chief what?”“Effectiveness Officer. I know, I know. I’ve neverheard of that either. And I have only a vagueunderstanding of what she does. It has something todo with reviewing my thinking—the beliefs I have.”Bob’s wife was relieved. “It’ll be a piece of cake,then. That’s why I married you. I love your positivethinking. You always seem to stay upbeat.”Changes Ahead / 134605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 13 “I hope I can this time, too,” Bob said with asmile. “But there’s some mystery involved. She’s goingto tell me all about the Three P’s, and I have no ideawhat that means.”“You’ll find out soon enough, I guess.”14 / Changes Ahead4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 14 THREEThe First POn the way to the office the following morning,with time to spare, Bob noticed that his gas gauge washovering dangerously close to “E.” I don’t know if Ican make it, he thought.He pulled into the nearest gas station—the onethat also appeared to have the longest waiting line hehad seen in quite some time. He drummed his fingersimpatiently as he waited for an elderly couple to payfor their gas and get a move on it.At precisely 8:04 A.M., Bob the Perpetually LateManager parked in his reserved space, dashed into thebuilding, and headed straight for the CEO’s office. Hewas greeted by a confident woman in her late twentiesto mid-thirties.“Good to meet you, Bob.”“Good to meet you, too,” he responded warmly.The CEO wasted no time getting to the point.“I’m sure you’re wondering what a ChiefEffectiveness Officer is.”4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 15 “Took the words right out of my mouth,” Bobadmitted.“This is a position Dave and I created. He wasconcerned about what he could do to help peoplebecome good performers. He always felt that if he hadto choose between character and skills, he’d choosecharacter. He felt that it’s hard to teach people aboutvalues; skills should be easier to teach. I was interestedin the same thing but realized that people with goodhearts sometimes have their heads screwed on wrong—if you’ll pardon the expression. While they may haveservant hearts and good intentions, that is not reflectedin their performance. People they have worked withover the years may have implanted some faulty thinkingin their heads about serving customers and workingwith people. This faulty thinking prevents them frommaking significant contributions to the success of ourbusiness. As a result, their good character gets blockedin their head and never gets played out in performance.“My job as CEO is to help our good people get intouch with what is really important, not only at workbut in life, so they can help themselves and otherswin—and achieve the necessary goals.”Bob wasn’t sure he wanted to ask the questionthat was on his mind, but he decided he had to. “Areyou saying that we now practice some sort of religionhere . . . and that I have to convert to it?”16 / The First P4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 16 The CEO smiled warmly. “No, it simply requiresreflection. We want you to think deeply about who youare, why you want to be here, how you can contributein greater ways, and how your being here will enrichyour own life, our company’s success, and ourcustomers’ satisfaction. It will become increasinglyclear that our best people are those who understandwho they are. That’s because they take time to exploretheir thoughts, feelings, dreams, and goals. Ultimately,they come to realize that they can best achieve theirgoals—as well as those of our company—by becomingon-time, on-target individuals who make the most ofthe seconds, minutes, and hours that make up theirdays.”These are certainly things I’ve never reallyconsidered before, Bob thought as a clearly quizzicalexpression crossed his face.The CEO continued. “This is the stuff of highprinciples, selfless actions, and life-changing attitudes.This is what will make our people and our companyeven more effective. You see, we firmly believe thatthe best companies first and foremost help theirpeople become more than they ever aspired to be.Everyone who leaves our company for another shouldhave more to offer their new employer than whenthey started here.”The First P / 174605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 17 Bob was fascinated by this refreshing point ofview . . . one that was completely new to the corporateculture. Dave may have made a really good decisionwith this CEO thing.“Second, the best companies serve theircustomers by delivering exactly what they promise—and even more than promised. On time, at the agreed-upon price. Customers want what they want, when andwhere they want it, with high quality at a fair price.These are the principles we use to develop loyalty,even when economic conditions are challenging.”She continued, “Third, the best companies helpensure their vendors’ survival. A supplier that isn’tprofitable may not be around to help us meet our ownobjectives in the future. Of course we want the bestprices on raw materials. But we don’t want to beat upour vendors. We want them to make a fair profit. Andwe strive to pay them within their terms, rather thanthe terms we would likely prefer to set on our own.”“So the reason I’ve been put on probation ratherthan being fired is to see if I can get and adopt thispositive philosophy?” Bob ventured.“That’s it, Bob. The company has invested a lot inyou over the years. That makes you valuable here. I’msure you realize that we’re not in business to meet justshort-term goals. We’re in this for the long haul. Wewant our company to survive—and to thrive—because18 / The First P4605_OnTim_3P[i-xvi, 1-126] . qrk 11/4/03 6: 55 PM Page 18 then everyone wins on an ongoing basis. We can onlysecure our future by meeting our customers’ needs;by enlisting the support of our vendors; by treatingone another with respect, fairness, and honesty; andby building an internal team of on-time achievers. Wedon’t want any last-minute managers in this company.If we achieve that goal, we won’t have any last-minuteemployees, either.”This has to be some sort of conspiracy, Bobthought to himself as he digested the phrase “last-minute manager” yet another time.“What do I have to do to help the company reachits objectives?” Bob asked with deep sincerity.“Very simply, Bob, it’s best if all of us who workhere understand and subscribe to what I call the‘Three P Strategy.’”“Our HR Director mentioned the Three P thing,but I admit I have no idea what she meant by it.”“It’s really straightforward, Bob. As you know, weare a player in a fast-moving industry. We don’t travelin the slow lane. To avoid being a last-minutecompany, we have to be in the right place at the righttime with the right solutions. For that reason, we haveto make certain that everyone in our company is onthe same team, playing ...

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