PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to author, and it appears with included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. Mail to: email@example.com
When new executives join 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 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 form of 12 booklets. Not only are 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 series, What An Executive Should Know About Management, is written by Mr. Clarence B. Randall, 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, former chairman of Sears. A firm believer in importance of proper people management, Mr. Houser presents five human relations rules.
What An Executive Should Know About Making Decisions, fourth booklet written by Mr. Harry A. Bullis, shows how to harness power of subconscious mind to reach sound decisions.