What Every Executive Should Know
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When new executives join the team, they are full of promise.
Their jobs offer new challenges. They dig up old and new
problems and probe for solutions. They are fighters, workers,
and dreamers. Then something happens: They slow down. They lose
their sparkle. They relax, take it easy, and become straight
nine-to-five people.
They keep themselves out of trouble. They avoid friction and
controversy. They defend what has been done and oppose change
and innovation.
Is this a typical phenomenon in your community? I don't know if
it is, but I do know that it can be avoided. I do know that it
is foolish to wait for the problem to go away by itself. I do
know that personal and professional growth occurs only as a
result of having a carefully conceived plan.
The Dartnell Corp. of Chicago, Illinois, has put together an
executive development plan. It is found in the form of 12
booklets. Not only are the topics relevant, but prominent
authority figures present each topic.
The first booklet, What An Executive Should Know About
Success, written by Mr. J. C. Penney, himself, includes
a self-rating checklist.
The next booklet in the series, What An Executive Should
Know About Management, is written by Mr. Clarence B.
Randall, the former chairman of Inland Steel Company. He
explains how to delegate tasks and develop people.
The third booklet, What An Executive Should Know About
Managing People, is written by Mr. Theodore V. Houser,
the former chairman of Sears. A firm believer in the importance
of proper people management, Mr. Houser presents five human
relations rules.
What An Executive Should Know About Making
Decisions, the fourth booklet written by Mr. Harry A.
Bullis, shows how to harness the power of the subconscious mind
to reach sound decisions.
In the next booklet, What An Executive Should Know About
Managing Time Profitably, Mr. Ken Allen deals with the
art of procrastination and presents a step-by-step program to
manage your time effectively.
In his other booklet, What An Executive Should Know About
the Art and Science of Self-Assessment, Mr. Allen helps
you gauge your progress and details the factors to consider in
your systematic self-appraisal.
Mr. Clarence Francis wrote the seventh book in the series,
What An Executive Should Know About Corporate
Character. It presents an examination of corporate and
executive responsibility.
Mr. Herman W. Steinkraus tells how to earn employees'
enthusiasm, initiative, and loyalty in his booklet, What
An Executive Should Know About Human Relations.
What An Executive Should Know About Remembering Names and
Faces offers common sense steps to a trained memory by
world-renowned teacher, Mr. Bruno Furst.
Mr. Ken Allen returns with another booklet. In this one
entitled, What An Executive Should Know About Cooperation
and Teamwork, he gives you seven rules to help you build
a more efficient organization.
The final booklet, What An Executive Should Know About
Innovation in Management, written by Mr. William T.
Brady, shows managers how to build the climate conducive to
experimentation, the development of new ideas, a different
approach, and unconventional solutions to conventional problems.
Dartnell in its booklet series has educated, motivated, and
challenged the executive to move up the career ladder. They are
excellent lessons you ought to apply. I recommend that you order
the series.
Remember: When you maximize your potential, everyone
wins. When you don't, we all lose.