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Artculo Nro. 3
PROFESOR
PROCESOS INDUSTRIALES
GRUPO BN
FACULTAD DE INGENIERA
Annual goals generally are not presented to us as negotiable items. The terms,
although unspoken by civilized CEOs, are basically "take it or leave it." Very
ambitious goals often are accompanied by much backslapping and hearty
expressions of confidence in our ability to achieve them, as in "You're just the
person who can do it." We fear that any attempt to mitigate the goals may appear
unseemly, as if we don't share management's confidence in our abilities. So,
despite our better judgment, we swallow the lump in our throats and accept our
assigned goals. The last words we hear on leaving the board room are, "Go get
'em, Tiger!"
When a general commands a first lieutenant in the heat of battle to "Take that hill!"
he doesn't expect a counteroffer; the lieutenant is expected to follow orders
unquestioningly. But let's imagine the officer, who is eager to take the hill,
requesting additional resources as a prerequisite to success--additional troops for
the mission, an artillery barrage beforehand to soften up the target, and
coordinated tactical air support during the assault. Would it not be clear to the
general that his lieutenant had a pretty good grasp of the requirements for a
victorious mission?
We corporate soldiers, too, are expected to salute and follow our marching orders.
But, like the lieutenant in our example, we can agree enthusiastically with the
assigned mission while asking for more resources to get the job done properly.
Perhaps the company has not done its part in support of our mission in terms of an
advertising blitz or ramped-up manufacturing capability or increased delivery
capacity. Maybe the timeline is too ambitious or the budget inadequate. Maybe we
need administrative support in order to free our hands for the tasks at which we
PROCESOS INDUSTRIALES
Artculo Nro. 3
really excel. With every request we make, we are not being defeatist; rather, we
are demonstrating our knowledge of what it will take to succeed. It must be clear to
our leaders that we share the goal and only wish to make it a reality at year's end.
While we would be wise never to accept a mission impossible, we never should
assign one, either.
Dan Carrison, a business writer and consultant, has authored or co-authored four
management books: Semper Fi: Business Leadership the Marine Corps Way,
Deadline! How Premier Organizations Win the Race against time, Business Under
Fire and From the Bureau to the Boardroom. Carrison is a general partner of
Semper Fi Consulting and founder of www.ghostwritersinthesky.com. Carrison lives
in Los Angeles, where he teaches corporate communication for the University of La
Verne. He can be reached at dan.carrison@gmail.com.
PROCESOS INDUSTRIALES
Artculo Nro. 3