A Carol Kallendorf, Ph.D./Jack Speer Publication

Napoleon as the New Management Guru: "Management by Getting Things Done"

Most of us have heard of many theories of management and the people who promote a point of view—“Management by Walking Around,” “The One Minute Manager,” “Who Moved my Cheese?” etc.
 
This issue we bring you a "new concept," "Napoleon as the New Management Guru: Managing by Getting Things Done."   It's actually an old concept that many of us have followed that we call "Management by Getting Things Done."  It sounds like good management to most of us.  It's still practiced in America and around the world.  The managers who practice MBGTD often get promoted the fastest, but their survival rate is poor because it says that all results are good and let the consequences by damned.

Napoleon Management--Move Quickly and Move Anyone Out of the Way Who Opposes

Here is how Napoleon's management style worked--get where you want to be now by any means possible.   Born in 1769 in the backwaters of Corsica, he joined the French army artillery, rising quickly to general in the chaotic times after the French Revolution.  He staged a coup in 1799 and had himself crowned emperor five years later.  After that it was invasion and battle.  

Napoleon Began With a Power Trip and Ended with Poison on His Lipsl

You know the end of Emperor Napoleon's story--the Russian winter with French soldiers' bodies scattered all over the terrain in an effort to win at any cost.  He died in 1821 in exile on Elba Island from a shot of poison sent to him by his friends.

The "Management By Getting Things Done" Practitioner--a Quick Trip Up the Corporate Ladder With an Ugly, Friendless Ending

The following is how "Management by Getting Things done is practiced today by managers who mistakenly and unfortunately believe that as long as they achieve results, no one will care how.    Characteristics of MBGTD managers include:

1. The Management by “Getting Things Done” person sees the organization and the achievement of its objectives as being virtually the only thing that matters--employee, customer, stakeholder and vendor can just get out of my way.  Fire, hurricane, or war might possibly take precedence over achievement--but that's about it.
   

2. Management by Getting Things Done people gain their standing in the organization by what they have achieved by any means possible.  It is often said of them, “They might not be lovable, but you can’t argue with their results.”
   

3. The people in an organization—including themselves—“were hired to get a job done”—thus they must sacrifice personal preference and comfort to the achievement of objectives, even if human resource policy, legal considerations, and ethics have to be suspended for the sake of accomplishment..
   

4. Because of the dedication of MBGTD managers, as well as their knowledge and skill, they see themselves as having a mandate to organize and direct people in such a way that the objective is achieved.
   

5. Direct reports who give you input, formulate complaints, or insights slow the process down, and should be encouraged not to put these roadblocks to achievement in the way.
   

6. To the MBGTD manager, employees who push back or complain most often are seen as weak, and might be characterized as “losers” because they can’t win through accomplishment and tough-mindedness, and have to depend on the complaint process. Therefore try to block any complaints before they become a problem. 
   

7. Smart people are those who “get it,” as demonstrated by understanding their instructions and getting out and “getting things done.”  These people are management material.
   

8. Smart people who “get it,” become MBGTD people, and need little if any training or mentoring.  They observe and “get it done.”  They follow the guidelines they have been given. 
   

9. Since the MBGTD manager who gets things done is the “star” of the organization, those around them are there to enhance their performance.  Since the organization would fall apart without them, others need to gather around and contribute to their success. 
   

10. "Management by Getting Things Done" people have little time or patience to sit in meetings listening to the activities of people and departments that don’t directly relate to their own success.   They are often in competition with other managers and departments for attention and resources.  They don’t wish that others in the organization fail, but the real focus is “getting it done” in the areas that enhance their own reputation.
    

11. MBGTD managers’ direct reports exist to support them and their success and what those direct reports accomplish should advance the objectives of the MBGTD manager.
    

12. The more information you give people, the more they question, and the more time it takes away from achieving.   MBGTD people believe that it's best to give minimal Information about changes in organizational direction or structure and this information should be dispensed in tiny bits as late as possible with as little detail given as possible. It angers and frustrates people, but they will just need to get over it.
    

13. The strong manager does not need mentoring or coaching, as that would be a sign of weakness.
    

14. Organizing taskforces or committees in organizations takes decision-making away from qualified management and puts decision-making into the hands of people who are not qualified to make those decisions.
    

15. Outside surveys do not generate useful data, but rather “stir up” employees and encourage them to complain.  The fewer questions you ask of employees, the fewer problems you will have with them.
    

16. There are many faddish management theories and the people who promote them.  An MBGTD manager can’t directly oppose the theories of transparency, employee empowerment, etc.  Opposing them directly will offend the naive people who read and follow these trends and books.  It is better to actually be familiar with management theories, even quote them, and then use tried and true “management by getting things done” to blast through these niceties and get on with results.

Learn to Manage by Building Teams and You Won't End Up Like Napoleon

Some managers are successful for periods of time, and their star rises rapidly.   Whole workforces that are under their heel become disempowered, lack energy and force, and in the last stages rebel against this management style.  When they fail and fall, not only are their direct reports joyous, but also their peers, colleagues, and often people in other organizations and customer companies

 hear of their failure with satisfaction.

It takes longer to become a manager who builds the people around him or her into a team, is transparent in his or her actions, and leads by consensus.  The foundation lasts longer, however, and everyone is happier.  The profits also show it.

Carol Kallendorf, Ph.D.

It's my pleasure to announce our Myer-Briggs Type Indicator Conference.

Austin, Texas

Courtyard Marriott Hotel, Downtown.

October 23, 24, 2008

You'll be receiving more details, but if you are interested, please mark your calendar.
 
Those who know me also know that one of the fundamental tools I use for coaching professionals and building teams is the Myers-Briggs Type Indicator (MBTI).

If you want a great tool that will help you for a lifetime at home and in your organization, the conference is an excellent opportunity for you.