With his approach, there was a constructive, always-moving-forward element to this discussion, with no looking back. So the headset was, we had to figure this out, we had to go forward, and it didnât matter who had put the plan before.â - Jim McNerney.
Related Quotes
Pressler recognized that it would be premature in the first hundred days to develop a comprehensive strategic plan - and even if he did, it might be wrong. But he knew that in an organization of 165,000 employees, he needed to find a way to set a direction and motivate the people.
You cannot possibly have enough insight yet to craft a detailed plan or an in-depth strategy. But you should certainly have a clear idea of what you believe, the key issues that you are going to be focusing on, and some form of organizing framework for the key actions you will want to take.
So the art is to find the right balance between setting a direction and keeping practical.
Eckert adds, âAs the new guy, I realized that every first encounter with a Mattel employee had the potential to be fraught with tension, and I felt it was my responsibility to do everything possible to reduce it. Surprisingly, I found that in each situation, recognizing my own lack of knowledge about the companyâs people and culture - in effect, allowing the employees to be the âbossâ in certain situations - actually helped me lead.
In broad terms, my management philosophy is to keep things simple. I want rigorous analysis and thoughtful assessments, but I do not want complexity. If strategies and plans arenât easily understood by everyone, they will be acted on by no one. So by keeping things simple, we will be able to act decisively⌠and communicate clearly⌠throughout the entire organization.â - Jim Kilts.