Deadskins wrote:I don't know. Jack Kent Cooke pretty much stayed out of it, and he did pretty well. In fact I think most of the successful franchises in the NFL have owners who stay out of the football operations.
No, he didn't. In my business I always make jokes about how I can't operate the equipment. I don't work in operations. But I watch everything and when there are issues I step right in. If you think JKC was the kind of guy who wasn't paying attention and ready to step in when things weren't operating per his wishes, you're really missing something.
I don't do operations in my company at all. Actually once in a while, I'll help out on big jobs doing the lowliest of tasks because I can't run the design software, I can't run a press, I can't run any of the bindery equipment. But I help out for big jobs to show we all do what's required to help out. But no one on my staff thinks I am not completely aware of whether things are operating per my exacting requirements for quality and cost consciousness or not. Setting operational requirements and objectives but not executing operations is not "staying out of operations."
That JKC was completely aware and set the agenda, but didn't mess with the actual execution of the operational plan unless he needed to step in actually is my point on effective management and not a rebuttal to it. My staff do what it takes to get the job done. They stay late or whatever they need to do without my asking them to. And when I do step in they understand why I'm doing it. There is an issue or something that I need to address. But other then that, they own their tasks. It's win win, I have harder working, more productive staff and they are empowered to run their own areas. But their areas must operate under my objectives. That's management.