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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.)
close this folderDecision-making I
View the document(introduction...)
View the document33. Separate the managers from the leaders30
View the document34. Back up your decision-making with planning31
View the document35. Don't let decision-making bring you down32
View the document36. Some suggestions on decision-making:
View the document37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive33
View the document38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data34
View the document39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it35
View the document40. Don't analyse a problem to death. Avoid ''paralysis by analysis''36

33. Separate the managers from the leaders30

It is easy to get hung up by principles, but don't. Below are some basic tips for putting management principles into practice.

1. Be a coach as well as enforcer.
2. Master technical skills that are needed for your position, like using data effectively.
3. Don't involve too many people too soon.

Design a two-year strategy that answers questions like these:

  • In which parts of the organisation should change begin?

  • Which potential projects have the best chance of success?

  • What financial and technical resources will be needed to sustain education, training, and other projects?

  • Who will provide technical assistance to managers, supervisors, staff, and volunteers?

  • Who will co-ordinate logistics?

  • What systems must be developed to distribute resources, maintain publications and reports, and handle a hundred more details?

4. Identify resource people within the organisation early on.

Recruit technical advisors, like senior statisticians and training specialists, from the outside until the organisation has enough expertise.

5. Ask questions to better understand your workers: What do employees like/dislike about their jobs? Do they feel trusted/valued? The key is in getting honest answers.

6. Ensure that workers understand their roles and where they fit into the larger context; how their work is influenced by others who precede them and how it influences those who follow.