J. Keith Murnighan: Do Nothing

IT skills He really didn t want to give up the skills he had worked so hard to perfect His predicament is true of very leader when you get promoted you can t rely on your technical skills any Some people who have great mastery of a needed skill are valuable to the organization and will Tangled Webs (The Black Jewels, experience meaning and satisfaction if they can continue to use those skills and have a separate promotional track in their firm as 3M provided at one time Plus in an increasingly self organized and disruptive world the skills of initiating and participating in collaboration may be at least as valuable as traditional leadership skills Companies that support self organizing to capture an opportunity or solve a problem may thrive than those that cite leadership as a top skill This book indirectly supports that notion set the vision supply the resources and get out of the way of your people so they can perform at their best together and forach otherHe cites some research and resultant insights not usually in a business book such as overcoming the A Fairly Honourable Defeat empathy gap and the concrete benefits of starting from a place of trust in those you lead One of my favoritexamples about facilitative collective team work is on page 111 where he describes how cardiac surgery teams in learning a new and much less invasive surgical techniue must move from a surgeon as God format to one in which veryone of the team is seeing different information on the technology they are responsible for and thus the team must be in constant verbal communication to perform at their best Everyone must listen to and respond to veryone This is an apt metaphor for many other kinds of work situations In fact it would probably serve us well if those in other sectors such as politicians were somehow forcedrewarded to act similarly yet I cannot think of a scenario in which that might happen unfortunately I recommend this book as a strong primer for today s leaders with its focus on providing a clear vision being transparent facilitative and seeing yourself as an orchestrator rather than the boss who gives orders If you follow this approach you will probably feel better when you answer Clay Christensen s uestion How Will You Measure Your Life I recommend as complementary companion books Willpower Great by Choice Collaboration Little Bets and The Business Model Innovation Factory Timely reminder on the well known principles of leadershipOne takeaway for me is that Elisabeth Shue 135 Success Facts - Everything You Need to Know about Elisabeth Shue empowerment and granting autonomy is not the be all andnd all rather it is collective wisdom of setting right goals prioritising values and defining value that The Man Without a Face enables success Like all business books this one offers the author s focused view of key principles founded on common sense that if followed one hopes. Nt them They spend their time preparing for the future They take a comprehensive view of their terrain while also noticing key details so they can confidently choose the right forks in the roadIn other words great leaders don't do any thingxcept think make key decisions help people do their jobs better and add a touch of organizational control to make sure the final recipes come out okay In sharp contrast most leaders are too busy actually working to do these things and their teams suffer as a result Do Nothing's practical strategies and true stories will show you how to set high Happy Easter, Mouse! (If You Give...) expec tations for your team and watch it rise to the challenge It will help youstablish a healthier culture.

review Do Nothing

In Do Nothing How to Stop Overmanaging and Become a Great Leader award winning business professor J Keith Murnighan challenges his readers Imagine you ve just come back to work after a two week vacation during which you actually relaxed without calling in or checking Gone (Gone, e mail You discover that there are no pressing issues and that on the contrary your team scored a big new customer and fixed a nagging problem during your absence Dream or reality It appears managers can do a lot less let alone nothing to make things happen and get people strive for great results Focus on them the people give them trust release control show integrity and start with thend and plan backwards For me a major takeaway Think of the reaction that you want first then det some useful advice to managers to back off and trust and Threads Of The Shroud empower your workers the you do the less they will do the less they will trust you and the you will do for them vicious circle i liked his advice about backwardngineering your goals and figuring out the reaction you hope to get and then doing what will get you that reaction some of his profiles were good like maggie doyne and her nepalese orphanage and some were the usual suspects like honda and phil jackson but overall it was worth reading I really All Seated on the Ground enjoyed this book He lays out a few basic but powerful actions anyone can implement A very good book for any new manager interested in how to beffective Also very good for managers looking to learn grow and improve Management professor J Keith Murnigham in his book Do Nothing lays out a rationale and road map to move away from micro managing to leading facilitating and orchestrating Not surprisingly Keith is a fan of Carol Dweck s advocacy of a growth Mindset a book I heartily recommendI agree with much of the common sense general advice in his book such as doing too much is far worse than doing too little yet in business as in art it is often a matter of Untitled. exactly where you draw the lineHe writes When things are really clicking work will be like the performance of a great Beethoven symphony with the notes in the right place the crescendos coming on time and at thend a feeling of Wiring exhilaration at your collective accomplishments I also know that feeling first hand when at the Wall Street Journal with a beloved bureau chief who seemed to know how to bring out the uniue talents ofach of us and when to have a tight rein and when to let it loose The art in leading or managing it seems to me is in know when to do both Against All Odds especially in times of internal conflict where I would have liked to have read advice from Murnigham I disagree in one small way with his advice to Dan a great IT guy who was promoted up the organization and away from a place where he could use his. Imagine you've just come back to work after a two week vacation during which you actually relaxed without calling in or checking mail You discover that there are no pressing issues and that on the contrary your team scored a big new customer and fixed a nagging problem during your absence No red flags or fires to put outSadly for most leaders this scenario is only a dream They constantly check on what's happen ing because they Jingling Daddys Bells BDSM Menage expect the worst and usually get it But Keith Murnighan shows that not only is do nothing leadership possible it is also farffective than doing too muchGreat leaders don't work; they facilitate and orchestrate They think of great strategies and help others impleme.

To become better at whatever one doesMurnighan s writing is insightful crisp and motivating Using the stories of real persons was a nice twist and helps one remember the key principles This book offers a different approach to leadership and management do less and focus on leading and planning for the future The concept isn t too revolutionary but it is likely a good reminder for the technician who has gotten promoted and no longer can be a do The DOS er Itncourages managers to back off stop micromanaging foster trust and promote reliance on the team s talent Orchestrate and facilitate care for your people and stop doing their work With seven main themes the author tries to show how to do nothing and lead focus on them start at the Against All Odds end trust release control deviously bear down warmly ignore performance goals and demphasize profits The author uses historical and anecdotal Sleep, Circadian Rhythms, and Metabolism examples to highlight the principles he presents in the book Thexamples are interesting but not always as successful as the author had hoped I appreciate the historical lesson of the failure of Britain s appeasement strategy to constrain Germany s ambition for conuering Europe pp 35 38 I m n This was an interesting contrarian approach to management concepts focused on leaders who do as little as possible instead actually leading by trusting and motivating their Treasons, Stratagems, And Spoils employees instead of micromanaging It has some very interesting points andxamples including short bios of 7 unconventional leaders who Payment Due embody one or of his chapters The book is a uick read with a lot ofxamples and anecdotes a large percentage pulled from the sports world for what it s worth but is very clear and methodical in making its points There are definitely some lessons to pull out of it for my own work and I will recommend it to other leaders I m around as I think they can glean useful ideas from it too There s a very nice summary at the Vampireville (Vampire Kisses, end thatncapsulates the book perfectly and is a good starting point for sharing This is a great primer for anyone moving from an Pirate of the Pacific (Doc Savage, entry level position to a management position While much of the advice it offers seems like common sense care about the people you manage listen to their ideas the book also offers many refreshing insights It also has some interesting profiles on successful leaders and the way they use their own interests and values to create a uniue management style After reading this book I plan to try to trust people and give them challenging projects rather than waiting for them to step up and start doing without being asked Useful basic advice about how to be a better leader The title is a misnomer leaders have lots to do It begins with the most difficult task of all focusing on managing your staff not doing their work. By trusting people than theyxpect to be trusted And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs The Rich and the Profane (Lovejoy, even when you know you could do their jobs betterAs Murnighan writes Myxperience suggests that you will be surprised wildly surprised Peo ple on your team will reveal skills you never knew they had and will accomplish things that go far beyond your Turbulence estimate of their capabilities They might not do things the way you would do them but they will get results you neverxpected Every one has hidden talents and most leaders never discover them Before you reject this approach ask yourself what if you did nothing and it actu ally worked.

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