" Do things right, not just the right thing ... "
R G O PA L A K R I S H N A N Executive Director, TATA SONS (Economic Times)
YOUNG managers are taught to think that they should take charge of their career that they should purposefully plan what they wish to be, what milestones they should achieve and by when. The reality is completely different. There are more factors that are out of your control than within. This does not mean that all planning is useless, but this does leave many managers in an anxious state.
Your career goal is your statement of intent and desire. The company you work for, the bosss judgement of your work, your senior’s views on your potential, the opportunity that develops in the wider economy-all these have a strong influence. So your own plan has only a limited influence. Once you recognise, and more importantly accept this, you can start to do things right rather than do the right things. There is a difference. Doing the right things means planning a desired outcome for each action or initiative. Doing things right means to stretch and do your best and leave the results to turn out the way they will.
Dave is the chairman of a large American corporation. When I met him some time ago, he told me a story about his career. He was a young accountant in GE some 25 years ago. He was working three levels below the company CFO, who in turn reported to the legendary chairman, Jack Welch. One of Daves tasks was to compile a statement of the companys forward projection of sales and profits. Dave could not imagine what use it could be to anyone. He enquired about its utility from his senior managers, but was advised to do what he had been assigned.
The chairman was trying to tear down the bureaucratic culture of a very traditional company. He had, as is well known, acquired the label, neutron to symbolise his bombarding the company with his change agenda. One day, the chairman received this complex statement, showing the companys 5 year projection of sales and profits. The chairman was incensed, so he called for the young man, who was producing this rubbish. A nervous Dave appeared before him and was packed off with the statement that smart guys like you should not do this kind of thing. Presumably, the CFOs department was roasted over the coals, and Dave received instructions to stop the compilation.
Dave wondered why his seniors had brushed aside his question on the same matter, and responded with logic and alacrity to the chairmans hollering! At a company reception a few months later, the chairman summoned Dave and enquired whether he had stopped compiling the statement. One of the seniors present clarified that it was Dave who had asked questions about the futility of such a statement. But you never told me that earlier, said a surprised chairman. Some weeks later Dave got a double promotion and thechairman applauded his courage in not letting down his team under pressure.
So you should remember to do things right rather than only the right things. And know that character is important as competence
YOUNG managers are taught to think that they should take charge of their career that they should purposefully plan what they wish to be, what milestones they should achieve and by when. The reality is completely different. There are more factors that are out of your control than within. This does not mean that all planning is useless, but this does leave many managers in an anxious state.
Your career goal is your statement of intent and desire. The company you work for, the bosss judgement of your work, your senior’s views on your potential, the opportunity that develops in the wider economy-all these have a strong influence. So your own plan has only a limited influence. Once you recognise, and more importantly accept this, you can start to do things right rather than do the right things. There is a difference. Doing the right things means planning a desired outcome for each action or initiative. Doing things right means to stretch and do your best and leave the results to turn out the way they will.
Dave is the chairman of a large American corporation. When I met him some time ago, he told me a story about his career. He was a young accountant in GE some 25 years ago. He was working three levels below the company CFO, who in turn reported to the legendary chairman, Jack Welch. One of Daves tasks was to compile a statement of the companys forward projection of sales and profits. Dave could not imagine what use it could be to anyone. He enquired about its utility from his senior managers, but was advised to do what he had been assigned.
The chairman was trying to tear down the bureaucratic culture of a very traditional company. He had, as is well known, acquired the label, neutron to symbolise his bombarding the company with his change agenda. One day, the chairman received this complex statement, showing the companys 5 year projection of sales and profits. The chairman was incensed, so he called for the young man, who was producing this rubbish. A nervous Dave appeared before him and was packed off with the statement that smart guys like you should not do this kind of thing. Presumably, the CFOs department was roasted over the coals, and Dave received instructions to stop the compilation.
Dave wondered why his seniors had brushed aside his question on the same matter, and responded with logic and alacrity to the chairmans hollering! At a company reception a few months later, the chairman summoned Dave and enquired whether he had stopped compiling the statement. One of the seniors present clarified that it was Dave who had asked questions about the futility of such a statement. But you never told me that earlier, said a surprised chairman. Some weeks later Dave got a double promotion and thechairman applauded his courage in not letting down his team under pressure.
So you should remember to do things right rather than only the right things. And know that character is important as competence
