Many managers focus on methods of efficiency and doing things right, rather than on effectiveness or doing the right things, claims management philosopher and consultant Peter Drucker. Organizations typically lose sight of their mission within a few years of establishment and instead of pressing ahead, continue with past successful practices, regardless of their current applicability. Traditions die hard, and if it’s not broken, why fix it?
This type of management typically lacks creativity, shuns risk-taking and, ultimately, stifles growth. Year after year, conducting the same programs eventually can foster boredom on the part of your staff and disinterest from your members or community.
There was a story about three teachers who were told they had been selected for a special project due to their creative genius. They were assigned 90 high-IQ students and told they could move these students through the next year at their own pace to see how much they could learn. By the end of the experiment, the students had achieved 30 percent more than other students in the area.
Following the experiment, the principal called the teachers in and told them, “I have a confession to make. The students selected were not high-IQ types, but were merely selected at random from the system.” The teachers responded by saying, “This means that we are exceptional teachers.” The principal confessed once again, “Your names were the first three drawn from the hat of all teachers in the system.”
Changing your management style from implementing accepted, stable methods to generating new, creative practices can help you more effectively manage your staff and better satisfy your members. To do this, it is important to understand how your brain influences your leadership.
Each half of the brain has a separate train of conscious thought and memories. The left and right hemispheres differentiate by specializing in, and presiding over, separate functions, processing different kinds of information and dealing with distinct types of problems. Although both sides of the brain are active, one side is typically dominate and can inhibit the other.
The left brain is logical, analytical, orderly, linear and sequential — the side that handles complex math. We use the left brain to learn a skill or technique by analyzing it or breaking it down. The left brain sees only part of the whole picture. The left hemisphere is literal, objective, time-bound and controls speech well.
A typical left-brain dominant person makes “to-do” lists, takes copious notes, researches prior to taking action, can easily understand financial reports and keeps talking until his/her point is made.