Employee "A" in a company walked up to his manager and asked what my job is for the day?
The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank.
"A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"
Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also.
The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task.
Now "B" not only crossed the river but also helped "C" to cross the river.
"B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"
The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.
Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.
He realized that there is a need for a guide and training for doing this task.
He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.
Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.
The manger said "Q" you have done an "EXCELLENT JOB".
The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.
"O" studied the procedure written down by "Q" and sat and thought about the whole task.
He realized company is spending lot of money in getting this task completed. He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."
What is the difference between A, B, Q & O????????
Many a times in life we get tasks to be done at home, at office, at play….,
Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.
Let us compare ourselves with "B". Helping some one else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.
"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills,
Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".
Initiative pays of every where whether at work or at personal life. If you put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.
Initiative should be life long. Think of out of the box.
From India, Madras
The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank.
"A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"
Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also.
The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task.
Now "B" not only crossed the river but also helped "C" to cross the river.
"B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"
The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.
Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.
He realized that there is a need for a guide and training for doing this task.
He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.
Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.
The manger said "Q" you have done an "EXCELLENT JOB".
The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.
"O" studied the procedure written down by "Q" and sat and thought about the whole task.
He realized company is spending lot of money in getting this task completed. He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."
What is the difference between A, B, Q & O????????
Many a times in life we get tasks to be done at home, at office, at play….,
Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.
Let us compare ourselves with "B". Helping some one else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.
"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills,
Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".
Initiative pays of every where whether at work or at personal life. If you put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.
Initiative should be life long. Think of out of the box.
From India, Madras
Good sharing there, its true that Initiative should be life long - out of the box thinking requires an openness to new ways of seeing the world and a willingness to explore.
From India, Mangaluru
5From India, Mangaluru
Hi All,
* Employee "A" in a company walked up to his manager and asked what my job is for the day?
* The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank.
* "A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"
Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also.
* The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task.
* Now "B" not only crossed the river but also helped "C" to cross the river.
* "B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"
The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.
* Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.
* He realized that there is a need for a guide and training for doing this task.
* He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.
* Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.
* The manger said "Q" you have done an "EXCELLENT JOB".
The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.
"O" studied the procedure written down by "Q" and sat and thought about the whole task.
He realized company is spending lot of money in getting this task completed. He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."
What is the difference between A, B, Q & O????????
Many a times in life we get tasks to be done at home, at office, at play.,
Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.
Let us compare ourselves with "B". Helping some one else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.
"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills,
Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".
Initiative pays of every where whether at work or at personal life. If you put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.
Initiative should be life long.
Think of out of the box.....
Regards,
Amit Seth.
From India, Ahmadabad
"Think Out Of The Box"
* Employee "A" in a company walked up to his manager and asked what my job is for the day?
* The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank.
* "A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"
Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also.
* The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task.
* Now "B" not only crossed the river but also helped "C" to cross the river.
* "B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"
The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.
* Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.
* He realized that there is a need for a guide and training for doing this task.
* He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.
* Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.
* The manger said "Q" you have done an "EXCELLENT JOB".
The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.
"O" studied the procedure written down by "Q" and sat and thought about the whole task.
He realized company is spending lot of money in getting this task completed. He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."
What is the difference between A, B, Q & O????????
Many a times in life we get tasks to be done at home, at office, at play.,
Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.
Let us compare ourselves with "B". Helping some one else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.
"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills,
Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".
Initiative pays of every where whether at work or at personal life. If you put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.
Initiative should be life long.
Think of out of the box.....
Regards,
Amit Seth.
From India, Ahmadabad
Very good example of Innovation, by taking a simple task and continuing to make improvements when you realize the true purpose:icon1: bucko
Dear All,
I have read and reviewed the book which has valuable inputs related to trainers. Kindly read.
Book Review by Prof.M.S.Rao
Science Lessons: What The Business Of Biotech Taught Me About Management (Hardcover) By Gordon Binder (Author), Philip Bashe (Author)
Introduction:
The book speaks volumes about the practical experience of Gordon Binder, the CEO and Chairman of Amgen from 1988-2000. When he joined, the firm had bare capital to sustain for a period of three months and no products to move forward. Gradually the company became one of the best biotech companies in the world under his leadership setting ideal example for others to follow. When Gordon was interviewed by George Rathmann and was asked “What is biotechnology?” he was unable to reply and the same person became the CEO and put Amgen on the map of biotechnology success. It is indeed incredible to believe a person who did not know the anything about biotechnology and making the biotech firm a runaway hit. For Amgen it is a credit to have been crowned as one of the America’s best companies to work for by magazines such as Fortune, Working Mother and Industry Week five years in a row.
Amgen’s secret weapon:
Amgen was successful because of its corporate culture and values. Gordon says a company’s culture emerges from its values; we interviewed hundreds of staff members in all areas of Amgen to learn which values they believed constituted the core of that culture.
The author, Gordon Binder has always been fascinated by the inner workings of companies. When you think about it, a business is much like a living, breathing, entity, experiencing constant change. How are some corporations able to achieve success year after year? Does the company mold its personnel, or is it the other way around? I say it’s a bit of both.
How Amgen built a winning team:
Amgen was successful because of its exceptional workforce. It looked beyond the resumes while recruiting staff such as resourcefulness, ethics, and adaptability which is usually not found in the resumes.
Employees are not fired due to lack of necessary skills. They are rather fired because they have alienated their coworkers, or they are ineffective communicators or they are not team players. They are out of step with the rest of the organization. This cuts both ways: at a poorly managed company, really good employees tend not to last very long because their work ethic, integrity, and so on conflict with the prevailing office culture.
How Amgen kept employees committed:
After recruiting the right talent for the Amgen, the company kept them highly committed and motivated by various ways and means. Amgen believed in mentoring younger generation employees continuously. The most effective and economical way to maintain the employees’ commitment is not to offer one incentive after another but to eliminate the negatives as much as possible.
Help employees excel through training:
Amgen believed in the importance of training and development on a continuous basis. The author writes, “Most good workers – and that describes the majority of professionals – genuinely want to do well at their jobs and see their company prosper.” It indicates that the workers would like to contribute their best for the company and training is essential to equip them with skills and abilities so that they can perform their duties effectively.
Value of ethics in business:
Ethics are the important ingredients for any entrepreneurial success. People look at the background check during marriage and while making friendship they look at the back ground of the person. Very few people look at the background check of the company that you are partnering. It is essential to check thoroughly the background before entering any partnership in business.
Conclusion:
The daring business strategies, ethical principles, and management values of Amgen and the ethical leadership of Gordon Binder brought Amgen from nowhere to top status on biotechnology. The eight ethical values of Amgen, its transparent corporate policies, encouraging research activities, its agility to float IPO to EPO in four months, innovative recruitment policies, building strong winning teams by continuous training and development, the 360 degree feedback for CEOs, embracing change are worth reading and worth to be emulated by all. The book is a must read for all who aspire to be managers, entrepreneurs and leaders as the business lessons that have been learnt by way of experience have been distilled for the benefit of readers. The book helps in sharpening your managerial, entrepreneurial and leadership skills.
To view full review for more management lessons and the importance and training and development click the link http://profmsr.blogspot.com
From India, Hyderabad
I have read and reviewed the book which has valuable inputs related to trainers. Kindly read.
Book Review by Prof.M.S.Rao
Science Lessons: What The Business Of Biotech Taught Me About Management (Hardcover) By Gordon Binder (Author), Philip Bashe (Author)
Introduction:
The book speaks volumes about the practical experience of Gordon Binder, the CEO and Chairman of Amgen from 1988-2000. When he joined, the firm had bare capital to sustain for a period of three months and no products to move forward. Gradually the company became one of the best biotech companies in the world under his leadership setting ideal example for others to follow. When Gordon was interviewed by George Rathmann and was asked “What is biotechnology?” he was unable to reply and the same person became the CEO and put Amgen on the map of biotechnology success. It is indeed incredible to believe a person who did not know the anything about biotechnology and making the biotech firm a runaway hit. For Amgen it is a credit to have been crowned as one of the America’s best companies to work for by magazines such as Fortune, Working Mother and Industry Week five years in a row.
Amgen’s secret weapon:
Amgen was successful because of its corporate culture and values. Gordon says a company’s culture emerges from its values; we interviewed hundreds of staff members in all areas of Amgen to learn which values they believed constituted the core of that culture.
The author, Gordon Binder has always been fascinated by the inner workings of companies. When you think about it, a business is much like a living, breathing, entity, experiencing constant change. How are some corporations able to achieve success year after year? Does the company mold its personnel, or is it the other way around? I say it’s a bit of both.
How Amgen built a winning team:
Amgen was successful because of its exceptional workforce. It looked beyond the resumes while recruiting staff such as resourcefulness, ethics, and adaptability which is usually not found in the resumes.
Employees are not fired due to lack of necessary skills. They are rather fired because they have alienated their coworkers, or they are ineffective communicators or they are not team players. They are out of step with the rest of the organization. This cuts both ways: at a poorly managed company, really good employees tend not to last very long because their work ethic, integrity, and so on conflict with the prevailing office culture.
How Amgen kept employees committed:
After recruiting the right talent for the Amgen, the company kept them highly committed and motivated by various ways and means. Amgen believed in mentoring younger generation employees continuously. The most effective and economical way to maintain the employees’ commitment is not to offer one incentive after another but to eliminate the negatives as much as possible.
Help employees excel through training:
Amgen believed in the importance of training and development on a continuous basis. The author writes, “Most good workers – and that describes the majority of professionals – genuinely want to do well at their jobs and see their company prosper.” It indicates that the workers would like to contribute their best for the company and training is essential to equip them with skills and abilities so that they can perform their duties effectively.
Value of ethics in business:
Ethics are the important ingredients for any entrepreneurial success. People look at the background check during marriage and while making friendship they look at the back ground of the person. Very few people look at the background check of the company that you are partnering. It is essential to check thoroughly the background before entering any partnership in business.
Conclusion:
The daring business strategies, ethical principles, and management values of Amgen and the ethical leadership of Gordon Binder brought Amgen from nowhere to top status on biotechnology. The eight ethical values of Amgen, its transparent corporate policies, encouraging research activities, its agility to float IPO to EPO in four months, innovative recruitment policies, building strong winning teams by continuous training and development, the 360 degree feedback for CEOs, embracing change are worth reading and worth to be emulated by all. The book is a must read for all who aspire to be managers, entrepreneurs and leaders as the business lessons that have been learnt by way of experience have been distilled for the benefit of readers. The book helps in sharpening your managerial, entrepreneurial and leadership skills.
To view full review for more management lessons and the importance and training and development click the link http://profmsr.blogspot.com
From India, Hyderabad
Sorry, this might be silly question. We all know that we have to think out of the box but how? I’m sure everyone would love or rather desperate to be an employee O. Any comments?
From Malaysia, Kuala Lumpur
From Malaysia, Kuala Lumpur
Hi, Its really a good one,,, we actually need to do some "EXTRA EFFORT" to differentiate from normal routine work. EXTRA EFFORT pays back in personal, social and professional life.
From India, Calcutta
From India, Calcutta
hi, Its realy a motivating story to inculcate the same "OUT OF BOX" thinking in ourselves. Vikram:-P
From India, Mumbai
From India, Mumbai
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9 Box Model with Titles.pdf
4 Box Models.doc