Know The Most Important Things, Not Everything

“The business schools reward difficult, complex behavior more than simple behavior, but simple behavior is more effective.” -Warren Buffett

Not to Know Everything First

Most people have a strong natural desire to be “in the know.“  That’s why gossip magazines and tabloid newspapers sell so well.
Leaders also have a strong desire to be “in the know” when it comes to their organizations. No leader likes to be blindsided.
However, good leaders can’t afford to be caught up in every little detail of the organization. If they do, they lose
their perspective and their ability to lead.

What’s the solution?

Deciding that it’s okay not to be the first to know everything.
In any organization, problems should always be solved at the lowest level possible.
If every problem must be shared with leaders first, then solutions take forever.
Besides, the people on the front lines are usually the ones who provide
the best solutions, whether it’s on the production line, the battle line, or the breadline.
If you have an assistant, your assistant should know just about everything that happens in your organizations before you do.
Because she is the center of information for your life, she knows the good, the bad, and the ugly, and she is the person who usually communicates those things to you. That will only work because you trust her completely.
And when she would also tell you the bad news, be careful not to “shoot the messenger“.
Taking out your frustrations on the people who bring you bad information quickly stops the flow of communication.

For leaders, its better to know only the most important things than know everything.

Determined to stay with your strengths and not work on your weaknesses.

To be a good leader, you need to know yourself, your strengths and weaknesses.
Focus more on your strengths, get in the zone and stay there, and finish what you started.
I read in the Gallup Management Journal:

The most revealing discovery was that effective leaders have an acute sense of their own strengths and weakness. They know who they are — and who they are not. They don’t try to be all things to all people. Their personalities and behaviors are indistinguishable between work and home. They are genuine. It is this absence of pretense that helps them connect to others so well.

Half of being smart is to know what you are dumb at.

I always strive to stay with my strengths.

Perhaps I have learned this lesson well because it is my natural bent to focus.
I do not like to tinker. I warn to do something with excellence using my full concentration, or I want to
delegate it. I have to admit. I am not a well-rounded person and only do a few things well.
But the bottom line is that in those areas of strength, i usually get good results because I remain focused.

Click here  – If you want to know and live the true Life of Leadership


Best regards,

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