Managed By Morons — A Trailer
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The document discusses how to build a thriving organization by focusing on three key things: focus, learning, and culture. It emphasizes that organizations must decide their purpose and focus, embrace continuous learning from failures through experimentation and testing, and create a culture that supports learning and improvement by driving out fear of failure and rewarding teamwork over individuals. Thriving organizations also play the long game rather than focusing on short-term targets and distractions. The document is aimed at helping middle managers navigate dysfunctional organizations and create environments where people and the organization can thrive.
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Managed By Morons — A Trailer
- 1. Managed by Morons The Path to a Thriving Organisation to Build a Thriving Organisation
- 2. Have you ever wondered why some organisations go from strength to strength… Image by Sue Thompson
- 3. … whilst others make you hold your head in despair?
- 4. In 1958, Chairman Mao had an ambition. He wanted to turn China into an economic powerhouse.
- 5. He planned to overtake Great Britain and The US. It would be China’s “Great Leap Forward”.
- 6. He set about reforming agricultural and industrial practices. Image by Pixabay
- 7. A year after his reforms began, Mao toured the country. His advisors showed him abundance everywhere he went and told him how successful his approach was… Image by bruce lam
- 8. But the reality was different. Between 1958 and 1962, at least 22 million people died of starvation. Mao’s policies were catastrophic. Image by Piulet
- 9. But Mao’s political supporters wouldn’t admit failure: They pumped out propaganda. They declared record-breaking yields. They confiscated the grain “surplus”. They forbade doctors from using the word “starvation” on death certificates. They harassed or killed anybody who dared speak out.
- 10. Mao admitted… “Much of the falsehood has been prompted by the upper levels through boasting, pressure and reward, leaving little alternative to those below.” Image by Peter Barwick
- 11. Eventually Mao abandoned his reforms, and China recovered. Photo by Pixabay
- 12. In a dysfunctional organisation: • Targets are rife. • Leaders don’t listen. • Staff don’t speak up. • Failures are buried. • Good news abounds. • Intimidation is a core competence.
- 13. So, how do you create a thriving organisation and avoid Mao’s fate? Photo by Antoni Shkraba
- 14. This is a fake picture. Nobody is that happy at work unless they have just won the lottery... Photo by Antoni Shkraba
- 15. Mark Jenkins (a professor at Cranfield School of Management) studied Formula One to determine what makes an organisation thrive.
- 16. He thinks success comes down to three things.
- 17. First, you must focus. Decide what you want to thrive at… Image by Andy Morfew
- 18. “Organise the world’s information and make it universally acceptable and useful.” Wants to
- 19. 19 “…entertain the world. Whatever your taste, and no matter where you live.” Wants to
- 20. “… committed to being the world’s premier petroleum and chemical manufacturing company. To that end, we must continuously achieve superior financial and operating results while adhering to high ethical standards.” Is…
- 21. Did I read that correctly? They want to be the best, so they must make a lot of money without doing anything naughty?
- 22. I am sorry. I must not be so cynical I am sorry. I must not be so cynical I am sorry. I must not be so cy
- 23. Which organisation is most likely to delight its customers?
- 24. And where would you rather work? Sorry, them again. Photo by Antoni Shkraba
- 25. How can your organisation thrive without a sense of purpose? Photo by Jordy Meow
- 26. 1. Focus
- 27. Next, you must learn… … so that you can improve. Image by Jackie Ramirez
- 28. In the late 1980s, Unilever had a problem. They are the people who make soap powder. Image by postconfused
- 29. They made the detergent by squirting a slurry of ingredients through a nozzle and collecting the white powder that “snowed” down as it dried.
- 30. But the nozzle kept on blocking, making a horrible sludgy mess.
- 31. Nobody wants a sludgy mess. Image by Dave Huth
- 32. So, the scientists at Unilever ran an experiment. Image by Eelke
- 33. They made ten copies of the nozzle. Each one was slightly different.
- 34. With the least sludge. And then put them into production to see which produced the best soap powder.
- 35. Then, they took the winning nozzle and made ten more copies. Again, each one was slightly different.
- 36. They put them into production to see which produced the best soap powder and the least sludge.
- 37. Then they took the winning nozzle and made ten copies… Image by Sam Williams
- 38. This could become a shaggy dog story… Image by Jakob Strauß
- 39. Suffice it to say they went through the process 45 times. By the end, they had 449 failures.
- 40. But they had created one amazingly productive nozzle.
- 41. No more sludgy mess. Image by Dave Huth
- 42. And the moral of the story? If you want to improve, you must test and learn. Image by WikiImages
- 44. Accept that learning comes from failure. It is as easy as falling off a bicycle. Image by Michael Neubert
- 45. The third thing you must do… …is to create a culture that supports learning and improvement.
- 46. Easy to say, but hard to do. Image by tookapic
- 47. Culture is multifaceted. Here are some things to think about... Image by Julie Falk
- 48. W. Edwards Deming was a quality guru in the 20th century. He said you must drive out…
- 49. Fear! Photo by Pedro Figueras
- 50. If you jump up and down on your employees’ heads every time they fail…
- 51. Why would they try anything new?
- 52. Next you should ensure your team works as a team.
- 54. No shit Sherlock. Image by Sam Williams
- 55. But most organisations are hell-bent on finding and rewarding their “best people”. Image by Bill Hartman
- 56. Which does nothing for teamwork. Image by elaine
- 57. And less for motivation. Image by PDPics
- 58. Finally, you must play the long game. Image by Tom Webster
- 59. Short-term distractions do nothing for the long- term goal.
- 60. Jeff Bezos told Amazon Shareholders. “It’s all about the long-term…” “If you’re going to invent, it means you’re going to experiment, and if you’re going to experiment, it means you are going to fail, and if you’re going to fail, you’ll have to think long-term.” Image by Daniel Oberhaus
- 62. 1. Focus 2. Learning 3. Culture
- 63. Unfortunately, there are plenty of management morons out there. They will get in the way.
- 64. Managers who would rather look good than be good.
- 65. Managers who speak in riddles because they are incapable of being clear.
- 66. Managers who are so fixated on short-term targets that they can’t see anything else.
- 67. Managers who never try anything new. Photo by Andrea Piacquadio For fear it will go wrong.
- 68. Managers who take delight in blaming others. Image by Tumisu
- 69. And managers who won’t admit there is a problem, no matter how bad things become.
- 70. But you don’t have to be one of them.
- 71. Try this book to find out what it takes to build a thriving organisation.
- 73. And your boss might stop jumping on your head.
- 74. Unfortunately, there are no guarantees… Image by Mahbub Hasan
- 75. This book is dedicated to middle managers – the men and women who make the corporate world go around. Scorned by their superiors as “stale”, their juniors as “thoughtless” and the public as “bureaucratic”, a middle manager’s lot is not a happy one (until they get home and can uncork a bottle). Yet they hold the keys to their organisation’s success. At its best, management is full of fascinating challenges, enthusiastic employees, rewarding work and a sense of achievement. At its worst, it is one long battle with constant turf wars, endless repetitive discussions, pointless processes, criticism and rebukes, where the only joy is the slowly dwindling daily countdown to retirement. If you want more of the best that management has to offer (and less of the political bitch-fest), this book is for you. It is a no-nonsense guide to organisations that will debunk some of the soul-destroying management rituals you must endure. It will also help you make your bit of the organisation thrive and allow you to take pride in a job done well. Available from amazon.co.uk