Finding The Main Thing

In order for you to finding the main thing when come to the decision making, here are few questions that you need to consider.

What gives me the greatest return? What is most rewarding? What is required of me? Those were not questions you could always readily answer. Early in a career, the easiest to answer is usually the one concerning requirements. You can work from a job description if you have one. On the other hand, most people don’t start getting a true sense of what give the greatest return for their effort until they reach their thirties—sometimes even later in life. And what is most rewarding to a person often changes during different seasons of life.

As you worked, reflected, and grew, you will slowly begin discovering the answers to those three key questions. This guiding principle was that the purpose of all work is results. If you wanted to accomplish objectives and be productive, you needed to provide forethought, structure, systems, planning, intelligence and honestly. But you need also know that you needed to keep things simple. If you had read a study of thirty-nine midsized companies stating the characteristic that differentiated the successful companies the unsuccessful was simplicity. The companies that are sold fewer products fewer customers, and who worked with fewer suppliers than other companies in the same industry were more profitable. Simple, focused operations brought greater results. As Warren Buffett observes, “The business schools reward difficult, complex behavior more than simple behavior, but simple behavior is more effective.” By striving for simplicity, I could help myself to keep my mind on the main thing.

In order to be great leader, there is some of the key point that need to emphasis. Key to this transition were few decisions leader made to helped him to become more focused and productive.

1. Determined Not to Know Everything

Some people believe that great leaders have all the answers. Not true. Successful leaders don’t know everything. But they know people who do. For example if I am CEO or managing director at one organizations. If people a question related to one of my organizations and I don’t know the answer, I know which person in the organization does. If you ask about my profession, I may not know the answer, but with a phone call or two, I can talk to someone who can answer the question. And if you ask about the details of my life and schedule and I don’t know the answer, I guarantee you then someone who does—my assistant.

The most important decision I ever to keep me focused and to simplify my life was to hire a top-notch assistant.

My assistants are the primary hub of information for my life. Everything flows to and through them. I trust them to know everything so that I don’t have to. More importantly, they have learned how to sift information and grasp the most important details. Remember, only 20 percent of all information will give you 80 percent of what you need to make good decisions. When we communicate, my assistant gives me the main thing which enables me to see what to do next, helps me to know why it is important, and empowers me to bring the appropriate resources to bear on the need at hand. For leaders, it’s better to know the most important things than to know everything.

If you’re a leader and you don’t have a good assistant, you’re in trouble. That is the first and most important hiring decision every executive needs to make. If you have the right person in place, you can keep your mind on the main thing while your assistant thinks about everything else.

2. Determined Not to Know Everything First

Most people have a strong natural desire to be “in the know.” That’s why gossip magazines and tabloid newspapers sell so well. Leaknowing mindsetders also have a strong desire to be “in the know” when it comes to their organiza­tions. No leader likes to be blindsided. However, good leaders can’t afford to he caught up in every little detail of the organization. If they do, they lose their perspective and their ability to lead. What’s the solution? Deciding that its okay not to be the first to know everything.

In any organization, problems should always be solved at the lowest level possible. If every problem must be shared with leaders first, then solutions take forever. Besides, the people on the front lines are usually the ones who provide the best solutions, whether it’s on the production line, the battle line, or the breadline.

AS a leader, taking out your frustrations on the people who bring you had information quickly stops the flow of communication. It’s better to know the most important things than to know everything.

Finding The Main Thing
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GiottoPress by Enrique Chavez