The Business Leaders and Errors

published in: Leader

24 Aug
2010

How should we deal with a manager who errs?

Constantly poor or mediocre performance should not be condoned.  It shouldn’t be remunerated.  Manager that sets lower targets or fail to achieve goals for a long time (6-12 months) should be substituted.  S/He should be:
 
moved to another position - if it is management’s fault that he has been appointed to this position that does not match his capabilities;
 
reduced in rank - if his abilities are not high enough but he is committed and loyal to the company;
 
fired - if he has low-ability and does not share company values.
 
 
But how we handle a manager who delivers results, but also does costly mistakes leader, manager, error, mistake(we do not talk here about errors in complying with existing company processes and procedures – that is low discipline)?
 
Who is making errors?  The one that experiments, takes risks, or the one who is pedantic bureaucratic implementer? What managers a company needs innovative leaders or conservative pedants?  And which of the types will most likely develop the company?
 
The business leader does not punish people for mistakes.  Noone could gain experience without making errors.  Books provide us with guidance, ideas - but experience is acquired only through practice.  And practice includes errors ... Business leadership is like swimming - no one has learned it only by reading books.  Successful description of leaders’ attitude towards errors is John Maxwell’s word of wisdom:
 
"One must be great enough to admit his mistakes, smart enough to benefit from them and strong enough to correct them!"
 

Peter Drucker said: "I would never promote to the highest position a man who hadn’t made mistakes, major errors.  This would mean he is a mediocre manager.  And even worse – if he hasn’t erred, he’s never learned to notice them on time and to correct them.  The better in his/her work an individual is, the more mistakes s/he will do – because s/he will innovate more."

 

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