Management Philosophy: Things I Don't Believe

My management philosophy?Management Philosophy- Things I DON't Believe
Here are some things I don’t believe:
I don’t believe in productivity, whether it’s demanding it or measuring it.
I don’t believe in yearly evaluations.
I don’t believe in excuses.
I don’t believe that people prepare well enough for most meetings and I don’t believe that most people treat meetings as if they are important.
I don’t believe in treating customers better than employees or providing better customer service to customers than employees.
I don’t believe that every meeting needs to stick to the exact agenda, especially if that becomes an easy way to avoid conflict or tough questions.
I don’t believe in skill sets.
I definitely don’t believe in skill sets.
I don’t believe age is an indicator of ability.
I don’t believe experience is necessary (though often helpful).
I don’t believe in hiding facts.
I don’t believe in ignoring facts.
I don’t believe that one person’s facts are enough to conclude the truth of the matter.
I don’t believe 100% is ever attainable, thus I don’t believe in launching when things are 100% ready.
I don’t believe in striving for less than 100%.
I don’t believe in management philosophies.
What don’t you believe?

5 thoughts on “Management Philosophy: Things I Don't Believe”

  1. I may agree with most to some extent but I kept reading over and over that you don’t believe in Productivity! How come? What indicators would you use to calculate efficiency? And how do you balance cost with progress without productivity?
    At least in my business field; i.e. construction, we can’t live without productivity.

    1. Productivity is an abstract concept. You can’t really measure it. You have to have concrete goals to measure that let you know you are on your path to success. Even then, just measuring isn’t enough. You have to make sure the results are really what you want.
      Example: You decide to measure the numbers of buildings built in a year as a “productivity measure”. At the end of the year you’ve built 10 buildings. You feel productive. But then, in the second year, one of those buildings has serious structural issues. Now, who was more productive: this company that built ten buildings but had one with serious issues. Or, was a second company that built eight buildings that were all structurally sound more productive?

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