Your Frontline Workers

Group of People Looking Downwards to the Camera

Sometimes we are too fast to make an important decision. Decision making is a process. It takes time to get it right. It takes a group of dedicated people to make the right decision.

If you want to make the right decision, make sure you have what you need to get it right. Don’t rush into it. Include your people, from your junior staff to your executive staff. You don’t have all the answer. Your executives don’t have all the answers to the problem at hand. If you don’t know what to do, ask your frontline workers, the people who understand your customers better than your executives.

If you want to know what is going on in your business, ask your frontline workers.”

Frontline workers have something to teach us. When we are making decisions, whether small or big, we are quick to look at those with fancy job titles. Fancy titles are not equal to great solutions. Don’t forget your frontline workers. They are the people you should always turn to. They are easily overlooked. They are easily ignored. Please, don’t ignore these people. They have the key to what you are looking for. If you want to know what is going on in your business, ask your frontline workers. They are closer to your customers than you. Your frontline workers are closer to your suppliers, to your most valuable customer, to other frontline workers than you. They have a lot to reveal to you. You cannot win them over if they don’t trust you. Make sure you earn their trust, and they will help you make the right decision by providing you with the information you are looking for.

Listen to them. Listen to what they are saying. They have something important to tell you. Don’t rush into making decision without the right information. It is not about the right answer, but how you arrived at your right answers that matter. The process is important. You need to get the process right if you are to get the answer right. If you get the process wrong, the answer will be wrong. Focus on the process, the right answer will come.


14 Management Lessons I learned From Peter Drucker

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Peter Drucker was a writer, teacher, philosopher, consultant, and was a professor at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University.

Here are the lessons I learned:

Lesson #1: Self-development

“Self -development of the effective executive is central to the development of the organization, whether it be a business, a government agency, a research laboratory, a hospital, or a military service.”

Lesson #2: Learned Effectiveness

“Organizations are not more effective because they have better people. They have better people because they motivate to self- development through their standards, Through their habits, through their climate.”

Lesson #3: Effectiveness

“Effectiveness is, after all, not a “subject,” but a self-discipline.”

Lesson #4: Decision-Making

“In one way or another almost every knowledge worker in an organization will either have to become a decision-maker himself or will at least have to be able to play an active, an intelligent, and an autonomous part in the decision making process.”

Lesson #5: Decision-Making

“The ability to make effective decisions increasingly determines the ability of every knowledge worker, at least of those in responsible positions, to be effective altogether.”

Lesson #6: Effective Decision

“Executives are not paid for doing things they like to do. They are paid for getting the right things done- most of all in their specific task, the making of effective decisions.”

Lesson #7: Decision-Making

“The effective decision-maker, therefore, organizes disagreement. This protects him against being taken in by the plausible but false or incomplete.”

Lesson #8: Decision-Making

“Disagreement converts the plausible into the right and the right into the good decision.”

Lesson #9: Decision-Making

The effective decision-maker does not start out with the assumption that one proposed course of action is right and that of others must be wrong. Nor does he start out with the assumption, “I am right and he is wrong.” He starts out with the commitment to find out why people disagree.”

Lesson #10: Decision-Making

“A decision is a judgement. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”- but much more often a choice between two courses of action neither of which is provably more nearly right than the other.”

Lesson #11: Decision-Making

“The understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration of competing alternatives.”

Lesson #12: Making The Specialist Effective

Knowledge workers do not produce a “thing.” They produce ideas, information, concepts.”

Lesson #13: Human Relations

“Executives in an organization do not have good human relations because they have a “talent of people.” They have good human relations because they focus on contribution in their own work and in their relationships with others.”

Lesson #14: Time Management

“The executive who records and analyzes his time and then attempts to manage it can determine how much he has for important tasks.”