1. LEVERAGING
THE POTENTIAL
VCG employs the 'Theory of Constraints’ philosophy to bring about quantum
jump in performance of organizations in its target industry clusters.
Automobile & Consumer Retail Engineering Equipment
Auto Components Goods & Construction Manufacturing
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2. Insights on Managing People
202, Orion Business Park, Kapurbawadi Naka, Phone: +91 22 2589 5896 Email: vcg@vectorconsulting.in
Ghodbunder Road, Thane (West) – 400607 Fax: +91 22 2589 5897 Web: www.vectorconsulting.in
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3. Information Sharing
You cannot expect productivity from your #1
resources, unless you have ensured full kit
of information and material before the
start of their work with fast issue
resolution while they are on the job.
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4. Miscommunication & Misinterpretation
Half of the arguments in meetings are due to the use of
different definitions for the same word.
#2
Clear verbalization is important because words
have the power to create the reality around us.
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5. Avoid taking these Three Bad Decisions
Despite knowing that respecting people and not ignoring their ideas
is essential for managing people, managers tend to make one of the
three bad decisions
#3
1. Reject ideas straightway
2. Postpone the decision infinitely,
and
3. Use constructive criticism with
plastic politeness
All these approaches are bad because they demotivate the inventor
and prevent a proper objective evaluation of the idea.
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6. Effective Feedback
Usually, the inventor is
enthusiastic and blind to the
negative ramifications of the
idea. However if a manager
rejects that person’s idea
blindly, he disrespects and
makes the enthusiastic
person aggrieved.
The only way out is to explain the inventor,
#4 the entire logical linkage of idea with the
negative ramifications. It allows fair appraisal
of the idea which fosters genuine respect.
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7. Suggesting Solutions
#5
If managers in an
organization keep identifying
problems and suggesting
solutions only for other
departments, nothing will
ever get implemented in that
organization.
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8. Failure to Meet the Deadlines
#6
The prime reason why managers do
not do what they are supposed to
do; is because they are busy doing
things that they are NOT supposed
to do.
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9. Focus
#7
Focus means defining ‘what not to do’ (now) as well as
defining ‘what to do'.
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10. People Management
Actions (or inactions) of people in organizations emanate from the
demands of meeting a Valid Universal Need (personal or
organizational). Hence, when we find people acting contrary to
our expectations, it is important to understand the need and the
associated assumptions in their minds. The understanding is likely
to help in getting a breakthrough.
#8
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11. People Management
More job responsibilities and less authorities in a job create
dubious misalignment between the two.
#9
In order to avoid lip service to
empowerment, managers should
quickly identify the dubious
misalignments and correct them
to ensure that an employee draws
proper power and respect from his
position.
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12. Effective vs Efficient
#10
Being effective is more important than
being efficient. Just being quick does not
help if one is doing things which should
not be done in the first place.
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13. Are you a Responsible Manager?
#11
The worst abdication of
responsibility is giving a deadline to
a resource for a task and then
checking with the resource only
close to the milestone.
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14. Are you a Responsible Manager?
Have you ever found yourself
yelling at your subordinate - “Why
didn't you tell me before?”
Then ask yourself a much more
fundamental question - “Why
didn't you check with him/her
before?"
#12
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15. Art of Delegation
#13
If you try to monitor everything, you
will eventually monitor nothing.
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16. Incentive Scheme
An incentive scheme to achieve
the organizational objectives can
be a twin edged sword.
In certain cases, it may work while
in many cases, it gets dysfunctional
and sometimes, delivers
prosecutable results, whether by
employees manipulating the
system or by perverse controls that
unwittingly incentivize the
undesired behaviors.
#14 ©2012 Vector Consulting Group. All Rights Reserved. 16

17. Employee Rating
Most firms rate majority of their workforce as average, so that
there is a perfect fit in the Bell-shaped curve used for appraisal.
When employees are regularly
categorized as average employees to
fit in the curve, they are likely to
shape their behavior and
performance at average level only,
which might pull the entire
organization down.
#15
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18. Food For Thought
Be less curious about people and
more curious about ideas.
~ Madam Curie
#16
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19. :) Thank You
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©2012 Vector Consulting Group. All Rights Reserved.