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13 Fatal Errors Managers Make

This presentation only describes no 1 to no 7 fatal errors

1. Refuse to Accept Personal Accountability

If you look at your organization and don’t like the people, don’t blame them; the fault lies with you. If you don’t like your percentage of profit, don’t blame inflation; take a hard look at how you are operating. The effective manager accepts personal responsibility for results. (p2)

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2. Fail to Develop People

Every manager should understand that God has planted seeds of greatness in every human being. Each of us is important, and a good manager can bring these seeds to fruition! It’s unfortunate that most of us go to our graves with our music still unplayed! (p19)

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3. Try to Control Results Instead of

Influencing Thinking

Productivity increases as managers increasingly understand the human factor and effectively deal with attitudes, fears, motivational blocks, and the phantoms that lurk within the minds of people. Increased productivity is the direct result of thinking . (p37)

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4. Join the Wrong Crowd

If you hear yourself or some other manager use the pronoun they, warning signal should begin to flash. Listen very carefully to learn to whom the person refers. Who is they? No they should exist within an organization. But if there is one, it must be the people you manage. (p52)

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5. Manage Everyone the Same Way

The manager who tries to manage everyone on his staff the same way, using only one technique, can prepare himself for dissappointments. He will never be successful (and probably will wonder why) (p62)

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6. Forget the Importance of Profit

When you get to the heart of the matter, you find that managing a successful company is like being a juggler trying to keep five balls in the air. Four of this balls are white. There’s one red ball. On it is the word PROFIT. At all the times the juggler must remember: No matter what happens, never drop the red ball (p80)

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7. Concentrate on problems rather than Objectives

Creative managers and those who make the Fatal Error of concentrating on their problems think differently when challenged. Faced with roadblock to success the failure prone manager ask the question “what?” “What will happen to me if I fail?”The creative manager on the other hand, asks the questions “how?” (p92)

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