Timeless Management

Timeless Management

Timeless Management

Timeless Management

Synopsis

Today’s managers are bombarded with a constant stream of management fads and fashions, each claiming to be the key to business success. In this book, Coppin and Barratt draw on their experience of managing change in the Historic Royal Palaces to show that successful management techniques are timeless, simple, and based on common sense. Looking back at great leaders and organizations, they identify concepts, ideas, and applications that have proven themselves over time. They demonstrate how these techniques are currently being used to run institutions such as the Tower of London, Hampton Court, and Kensington Palace.

Excerpt

Character is what you are in the dark.

D. L. Moody (1837–1899)

We make a living by what we do, we make a life by who we are.

In a world obsessed with doing, we believe the first and critical step is ‘being’.

If you cannot manage yourself, how can you expect to lead others? If you are unclear on what you stand for, why should anyone choose to follow you?

If you have no clear ‘inner compass’ of core beliefs, how can you prioritise and make valid choices and decisions?

Our behaviour indicates our character. It is the outward expression of what we hold to be important. We are who we choose to be. Theodore Roosevelt, 26th President of the United States, chose to be a moral leader. His contemporary, writer Mark Twain, described the President's behaviour as ‘joyous ebullitions of excited sincerity’. Twain believed this behaviour in large measure accounted for him being ‘the most popular human being that has ever existed in the United States’. The American novelist Henry James wrote of Roosevelt, ‘a really extraordinary creature for native intensity, veracity and bonhomie’. At least for these two literary figures, Roosevelt was who he chose to be.

We are emotional creatures and our instincts draw us toward those whom we trust and guide us away from those whom we suspect. If we hope for others to respect us, there has to be something of substance to respect. By thinking about what is really important to us, and how we want to ‘be’ in our lives, we can exercise control over our instinctive ‘automatic’ selves.

Thoughts involuntarily coming from our memory can make us look at new situations through a filter of past experience. We are at risk of making many decisions as past-based machines. This is good . . .

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