- Wasting resources. Most businesses are overstaffed, to the
tune of 10 per cent or more. - Conservatism. ‘That’s the way it has always worked. We
have been market leaders for the last 20 years, why change?’ - Rejecting unpalatable information.‘What did you say about
our losing market share? I don’t believe it; these desk
surveys are always inaccurate.’ - Underestimating the enemy.‘What’s this? Bloggs & Co have
introduced a new product in our range. And you think it
will compete? Forget it. They’re useless. They couldn’t run a
winkle stall.’ - Indecisiveness.‘We need to think a bit more about this.’ ‘I
need more information.’ ‘I sometimes think that if you put
problems like this in the “too difficult” section of your
pending tray, they will go away.’ ‘It seems to me that we
have several alternative routes (sic) ahead of us. Let’s call a
meeting next week or sometime to look at the pros and
cons.’ ‘This is something for the Board.’ - Obstinate persistence.‘Don’t confuse me with the facts.’
‘That’s the way it’s going to be.’ - Failure to exploit a situation.‘OK, you think we’re going to
exceed budget on our launch and you want to accelerate the
programme. But let’s not get too excited, we mustn’t over-
stretch ourselves.’ - Failure to reconnoitre.‘I don’t believe in market research.’
- A predilection for frontal assaults.‘Bloggs are doing particu-
larly well in widgets. Yes, I appreciate we know nothing
about widgets, but we can soon find out. Let’s get in there
fast and topple them from their perch.’ - A belief in brute force. ‘Tell the union they can either take 5
per cent or do the other thing... What’s this about a produc-
tivity package? I don’t believe in messing about. It’s a
straight offer or nothing... They’ll come out? I don’t believe
it.’ - A failure to make use of surprise. ‘I don’t like playing about.
Let’s get this show on the road... You think we’ll get off to a
better start if we keep the competition guessing? Forget it,
we’re miles better than they are!’ - Scapegoating.‘It’s not us, it’s the rate of exchange.’ ‘This
xxxx government has screwed us up!’ ‘Why am I
surrounded by incompetent fools?’
306 How to be an Even Better Manager