Competition should not be for a share of the market-but to expand the market.
W. Edwards DemingRead
The prevailing - and foolish - attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he's managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he's put in charge anyway.
Interpretation
Effective management requires specific knowledge of the field being managed, rather than just generic skills.
W. Edwards Deming emphasizes the importance of understanding the specific processes related to the field of management. He critiques the common belief that anyone can manage a team or project effectively without specialized knowledge, highlighting the foolishness of assigning managers without relevant expertise, such as in manufacturing, where technical understanding is crucial for success.
In practice
In a training seminar for new managers, this quote can be used to stress the importance of specialized knowledge in leadership.
Competition should not be for a share of the market-but to expand the market.
The job can't be finished only improved to please the customer.
Don't expect smart people to listen to you without proof.
Quality begins with the intent, which is fixed by management.
Learn the basics of analytics and people will love you. If you don't have time to learn, hire someone.
Just because you can measure everything doesn't mean that you should.
Those who try to lead the people can only do so by following the mob.
Engage, educate, equip, encourage, empower, energize, and elevate. Those are the methods for maximizing the potential of any individual, team, organization, or institution for ultimate success and significance. Those are the methods of a mentor leader.
The leaders come up from the volunteers that do the work, and it's amazing because then they do these incredible things in their community that they never thought they had the power to make that happen.
The measure of you as a leader is not what you do, but what others do because of what you do.
The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.
In her second career as a minister, my mother defied a legacy of chauvinism to become a leader of our community, overseeing a church that served as a hub, offering parenting classes, a food pantry, after-school programming, and - in the wake of Hurricane Katrina - a lifeline to those ravaged by loss.
Subscribe for the occasional hand-picked quote. No noise.