Dr. Roberto has cleverly managed to combine a detailed study of a simple and pleasant style, and thus, he painted a masterpiece that should be taken into account all of the institution or the individual seeks to identify and solve problems. Presentation of cases and learn from multiple locations, which offer easy to apply wisdom to the area. " – Duane Deal, Brigadier General, U.S. Air Force (retired) "solving problems is one thing to do early detection…
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Know What You Don’t Know: How Great Leaders Prevent Problems Before They Happen
Posted on01 September 2009.
2 Responses to “Know What You Don’t Know: How Great Leaders Prevent Problems Before They Happen”
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Michael Roberto quote this remark of GK Chesterton particularly relevant in the top Notice the first chapter of this book very informative highlights the master of the seven skills and abilities that are essential to the successful resolution of the facts. Roberto will do the same keys (many) in his book published in the past have said that the most effective leaders are those who "cultivate constructive conflict to improve the level of critical thinking and different, but will create a consensus in order to facilitate effective and timely implementation of decisions taken. "He continues by saying that" effective leaders can and should spend some time "to decide how to decide. In short, to create a high quality decisions, processes, and requires a lot of anticipation. "During a lively narrative, Robert, is a strong theme:" Leaders must seek a delicate balance of resolve and restraint. "In this book he says:" I believe that leaders should the hunters, who search for the Venture problems that can lead to disaster " their organizations. Think of what Peter Drucker observed in an article, which appeared in the Harvard Business Review 1963: "There really is not so useless as doing a very effective, which is not at all."
The title "Know What You Do not Know" is critical to all kinds of consequences. Here are three. The first right to suggest that identifying and then the information needs of the same "level of critical thinking and different, but building a consensus" that the problem requires a solution process. And that consensus is the result of strict controls applied to a number of options, even if (especially if) some of the paradoxical and even contradictory. Only then can "facilitate the timely and effective" option (s) for that. Department also rightly conclude that this process requires a large impact on the consistent emphasis of both goodwill and to counter the principle during the group discussion and preserving the "delicate balance of resolve and restraint. "high-impact leadership also works for example, seven critical skills and capabilities to ensure that no problems are hidden (they are more later) have access to" bad news, which does not usually start until too late. "Robert adds, however, will be an effective problem-finder (" Detective ") also requires a" different way of thinking, "who" starts a certain intellectual curiosity, based on systematic thinking, when noticed that "every organization, no matter how successful , has many problems, [and] is often below the surface, hidden. "This is what Andrew Grove, CEO of Intel, had in mind when it is found that" only the paranoid survive. "
Of these seven critical skills and capabilities, Roberto devote a separate chapter to each. Actually, I think (only minor amendments), which could be regarded as the strategies and skills, and abilities. Problem of effective search engines are also effective navigators and politicians, as well as to propose the following:
1. Overrides the "gatekeepers" (ie, those who control the filters and other barriers)
2. Become ethnologists (observant, ask questions, listen, etc.)
3. Finding patterns (eg, identify causal relationships, verifiable)
4. Connect the dots (
5. Encourage beneficial failures (ie, those that are small, short and cheap, and informative)
6. Teaching Speaking and Listening (including when and why)
7. See the movie "game" of previous results (you make changes deliberately)
Throughout his narrative, makes excellent use Roberto reader device consists of a checklist of friendship and a brief exchange of key points. For example, why the problems remain hidden (page 9), small problems and deficiencies that may threaten the organization's (pages 19-20), which is leaking the information (pages 31-34), how to circumvent filters (page 36), the principles of effective follow-up ( page 64), the seven key questions used to test hypotheses (page 85), the types of leadership behaviors, which may contribute to more efficient management of data (page 108), four ways, Roger Martin (author of Mind and enforceable) to preserve and develop integrative thinking skills (pp. 113 -114), how to assess not prior to, during, and after this (p. 125-126), which would be the most effective way to talk about (page 154), and the "three pillars of the new paradigm" (pp. 189-193).
I completely agree with Michael Roberto that organizations must commit resources to education, at least, support, recognition, and (yes) to reward their problem-Finders ( "secret police") and problem-solving ( "fire"). Of course, both are needed. And both need leaders who demonstrate intellectual curiosity, to provide a systematic approach, and a good dose of paranoia. It points out: "They do not expect the problems to achieve them. They behave much more active. Looking for trouble. They hug … The best leaders know that speed is important. Rather the problem has been identified, are likely to contain the damage and the more likely it is that you can easily solve. Most importantly, successful leaders do not consider the issues as threats. They see every problem as an opportunity to learn and improve. "
Why does the "great leaders", the title of an excellent book concerns the development of all levels and in all sectors and every organization, regardless of its size and nature can be? The problems are of equal opportunities rioters. And small scratches can be significant infections, if ignored or neglected, small problems can become major disasters if they are detected and fixed as quickly as possible.
Drawing examples as diverse as the tragedy of 9-11 and consistent Anne Mulcahy, Xerox, explains Roberto leaders must not only solve a big problem, but also a problem for search engines. He describes the most common reasons that leaders do not often see the problems before the crisis began. Then offers seven practical ways to find the problems that the director, manager or business owner can apply. Easy-to-read, fast and interesting that will bring tangible benefits.