In tennis, the player with the fewest number of unforced errors - goofs made without any assistance from anyone else - usually wins. The same happens in business, according to management writer Jeffrey Krames. In Executive Excellence, he lists the following seven types of unforced errors to avoid:
NOT FACING REALITY AT ALL TIMES
Many of the costly errors managers make are due to a flawed perception of reality, and the delusions they harbour that keep that skewed perception alive. Former GE CEO Jack Welch constantly warned against this failing, and in Good To Great management author Jim Collins found his turnaround companies excelled at facing the bitter reality of their situation. Make sure your closest advisers tell you the truth. Jettison the yes-men and yes-women.
CHOOSING WRONG PARTNER
Tennis players usually get to pick their doubles partners, but in business you often can't - especially if you are a new employee or manager. You are usually assigned to a team that you must work with or manage. But when you are hiring, you get to choose and, too often, this is where managers eager for an ace wind up with a double fault. Mr. Krames suggests involving other colleagues in the hiring process so you will have more perspectives and be less likely to mess up.
NOT DEVELOPING THE NEXT GENERATION OF LEADERS
In tennis, "wild cards" are players who participate in a tournament even though they lack the necessary points to qualify. Mr. Krames suggests looking for these gems in business: Individuals who lack all prerequisites of the job but have something special that makes them stand out, such as enthusiasm. To develop the next generation of leaders, keep a sharp eye out for those unlikely players with hidden strengths and create a culture in which they will flourish.
STAYING WITH WRONG PARTNER
Not firing poor performers is usually a prolonged, painful, and highly costly unforced error. Management guru Peter Drucker once said that a manager must "ruthlessly remove" anyone who does not perform with distinction. The wrong individual saps the vitality out of your team.
NOT LIVING BY THE RULES OF THE GAME It may have been possible for tennis luminary John McEnroe to flout the rules of tennis decorum and not be disqualified, but you aren't a superstar like him and must play by the rules. "Your bosses will evaluate you based on how well you live the company's values. It is up to you to know these values and keep your game in bounds," says Mr. Krames. As well, remember that the people who work for you will take cues on acceptable behaviour from you.
FOCUSING ON WEAKNESSES RATHER THAN STRENGTHS
The most effective people stand out in at least one area. It is an unforced error to try to improve in an area in which your performance may never get better. Work instead to enhance your strengths - and those of your colleagues - to the highest level possible.
NOT GETTING ENOUGH FROM YOUR LEADER
Bill Tilden, who dominated tennis in the 1920s, once declared: "Champions are not born, they are made." In business, it takes time for your talents to develop. Anyone who isn't acquiring new skills, ideas, and information is making a serious unforced error.
POWER POINTS
Up and at 'em
Jim Estill, former CEO of Synnex, finds that getting up early gives him an advantage over others. He urges resolve: "I tell myself the night before I will wake up early. I even set in my mind what time that will be." Ezinearticles.com
Make your mark
If you go to a meeting at McLellan Marketing Group, you'll be served fresh-from-the-oven M&M cookies. The M&Ms come in only three colours - purple, green and orange, the company's logo colours. The gesture is a small, unexpected gift that is unique, authentic, and bound to be remembered by customers. The Marketing Minute
Double disadvantage
