Only about 10 percent of managers worked deliberately to perform important tasks, according to a study 10 years leadership in various sectors. Another 90 percent engaged in self-sabotage activities, procrastinating, separated from their jobs to non-target involved and need not spinning their wheels.
In a revealing study over a period of 10 years, from 1993 to 2003, tracks the author Heike break and Sumantra Ghoshal behavior of executives in different industries (A Bias for Action: How Effective Managers willingness delivering results Harness and Stop Wasting Time , Harvard Business School Press, 2004).
They found to fail, that more than 90 percent of managers to act intentionally in their daily work. Bruch and Ghoshal study identifies four profiles of leadership, as assigned in a grid measuring focus and energy. Manager card as a high or low in focus, and they will be assigned as high or low energy.
High concentration, high energy manager described as a target.
High gain, low energy managers considered separately.
Low focus, high energy manager described as frenzied.
Low focus, low energy manager is seen as a procrastinator.
Crazy: Forty percent of the managers of the major tasks facing them worried every day. They are very energetic but not the focus. But the “need for speed”, she asked to be unreflective. You could achieve more if they consciously focus on their efforts, what really counts.
The Procrastinators: Thirty percent of managers deter does the work of their organization is most important. They lack energy and concentration, they spend their time handling minor details, instead of what could make a real difference to their organizations.
The self-Twenty percent of executives to share or whatever their job. They can be concentrated, however, do not have the energy. They seem aloof, tense and apathetic.
“The goal: get only ten percent jobs. They are very focused, energetic, and appears as reflective and calm amid the chaos.
Costs of unproductive busyness take a toll on both managers and their companies. Continuous unreflective activity has a direct impact on the earnings of executives and organizations morality because it ineffective and ultimately unsatisfactory.
For example, managers often act in a fast paced manner, which is very short. In the extreme time pressure and have fewer resources to do more, are a specialist in the search for short-term solutions. As a result they only rarely take time to reflect, and neglect the long-term problems. crazy-managers good intention, but desperately needs to do something, something that makes them potentially destructive.
Chronic procrastinators are generally recovering frenzied managers. Once they have learned that frantic, desperate measures are insufficient in many lapse of spread, energy and focus to lose. Are you too easy for them to delay to act at all.
What distinguishes leaders who deliberate action of those who do not participate?
manager’s determination, discipline and clarity of purpose fuels the driving force behind energy and focus, makes it possible to implement the operation and ignore distractions. Even if inspired by the work and tempted by other opportunities, managers, energy and concentration to be maintained by will power, determination and clarity of purpose.
Next time you evaluate the performance of your managers’ by them out at low / high Focus / Energy. Find who fits the description of the split, the rush to stay as is or manager goals. See then if there is a focus or energy that can be improved. busyness for busyness without consideration of the results, can lead to false assumptions.