Innovation comes only from readily and seamlessly sharing information rather than hoarding it

  • Tom Peters


No executive can get what he wants without the help of others. The other side of the equation is that people will not give you what you need unless it is important for them to do so. In-between the two equations, is the fact that it is difficult to find out what is important to workers (that is, what makes them give of their best) until you involve them in thinking, planning and decision-making process.

Getting results is tied up with managerial effectiveness.  Managerial effectiveness may mean different thing for different people. For our purpose, it reflects a whole bunch of intellectual, human and technical skills carefully put together to move the most important and difficult resources (human beings) to give of their best. One of the secret of Napoleon’s vast success and popularity with his army was his habit of sharing the hardship of his troops during a campaign. Sharing the hardship was the motivational factor that helped Napoleon get results.

You need highly motivated people to get results; and it is common knowledge that people choose to commit themselves to a certain way of behavior, to a task, or a direction, if they want to do so.

What is crucial to remember is that people are rational (or have the propensity to be rational) and they will not contribute unless they are motivated to do so.

An executive must know his people. How he gets the results will depend upon his managerial style, especially that tricky part of management called, human relations.


Sharing information about how well we’re doing for each other starts to create trust. You have to make sure you listen and offer ideas, and that all parties participate in finding solutions.

  • John Gentle

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