Competition should not be for a share of the market-but to expand the market.
W. Edwards DemingRead
Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.
Interpretation
Transformation in management requires a commitment to learning and patience for results.
W. Edwards Deming emphasizes that for management to achieve meaningful transformation, there must be sustained dedication to new learning and adaptation to new philosophies. Those who are hesitant or expect immediate outcomes will likely face disappointment because genuine change takes time and perseverance.
In practice
During a corporate training seminar to inspire managers.
Competition should not be for a share of the market-but to expand the market.
The job can't be finished only improved to please the customer.
Don't expect smart people to listen to you without proof.
Quality begins with the intent, which is fixed by management.
Learn the basics of analytics and people will love you. If you don't have time to learn, hire someone.
Just because you can measure everything doesn't mean that you should.
The secret to gaining the upper hand in a negotiation is to give the other side the illusion of control. Don't try to force your opponent to admit that you are right. Ask questions, that begin with 'How?' or 'What?' so your opponent uses mental energy to figure out the answer.
Instead of seeming to impose new obligations, they should appear as people who wish to share their joy, who point to a horizon of beauty and who invite others to a delicious banquet. It is not by proselytizing that the Church grows, but by attraction.
A leader is someone who helps improve the lives of other people or improve the system they live under.
Once more, I am watching the most powerful men in the kingdom bring their power to bear on a woman who has done nothing worse than live to the beat of her own heart, see with her own eyes; but this is not their tempo nor their vision and they cannot tolerate any other.
I must have assistants who will solve their own problems and tell me later what they've done.
The basic DNA we've got to implant in leaders now is adaptability: not to get wedded to the solution to a particular problem, because not only the problem but the solution changes day to day. Creating people who are hardwired for that is going to be our challenge for the future.
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