Devoted to Managers and those that seek to improve their management skills

Warren Buffett and Secrets of Management - 27

In his search for great managers, Buffett has looked at three things that aren't part of a managers makeup. The first one we talked about last post in the "institutional imperative."

This post we'll talk about another important negative influence on management behavior: the necessity to be doing something!.

The problem with bringing this subject up, is that those with this problem are usually the ones the hardest to convince that it's really a problem. They think that being in place of constant movement equates with being productive. To try to convince them otherwise is like attacking their purpose for being in the company. Yet, those that think activity means productivity need to learn otherwise. It's just not true.

Let's define right up front that we're not talking here about the normal taking care of business that great managers know how to do. Here we're talking about almost a "lust" for activity. We're talking about activity for activities sake. It's more a hyperactivity ... an inability to slow down and take time to see where things are really at. They just surge ahead because they think that is managing.

A lot of times this is manifested in working long days for the workers; training that is intense and difficult, but not necessarily productive; and a high level of burnout among the employees. Another thing to look for is someone who micromanages.

The greatest way to combat this is to help someone to develop the long-term outlook for the company. A manager may also be insecure in a number of ways here, and so feels that its imperative for them to be in control of everything. A manager like this needs to understand that hopefully the workers are better at their jobs than the manager is. That's as it should be.

Activity oriented managers are also notorious for creating the type of work that is almost worthless to the company; simply for the sake of keeping workers busy. If you have to do this, than you have too many people working for you. There should never be a time when creating artifical work to keep someone busy is a part of management strategy.

We need to increasingly be results-oriented managers, not activity-oriented. There's a huge difference.

Other Buffett Resources:

10 Secrets Hidden in Warren Buffett's Wallet

The Warren Buffett You Don't Know

Warren Buffet-Strategic Planning

Some practical advice from investment guru Warren Buffett

Wisdom of Warren Buffett

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