MANAGEMENT
Habit is second nature and more effective than laws and reasoning. Persistence and perseverance are major ingredients of habit formation. Old habits die hard is a proven old English proverb. The continuous and successive cultivation of a practice over a long period of time converts to habit.
Since habits can be both good and bad, the nurturing of good and abandonment of the bad habits therefore is of critical value. Also an intrinsic and inherent quality of ‘habit’ is that is it extremely contagious. Good and bad habits spread like endemic; more often it is the bad habits that are speedily spread; for good habits to flourish the route of patience has to be exercised.
In the corporate world, the monotony of system, procedures, rules and processes, leads quickly to habit formation. What is done repeatedly becomes habit. Taking coffee at 11am because that is the coffee break time, for the car assembly worker, over years becomes a habit. Almost akin to this simple example is the development of habits that are necessary for management or a manager.
Habit is to learn the substance of life. “How use doth breed a habit in man,” said Shakespeare. Habits acquired as infants or in childhood are long lasting. If these happen to be positive, they then hold in good stead for the rest of one’s life. Honesty is a trait of character but only when it is recognised through conscious practice, does it become a habit. The reverse is also true ie dishonesty becomes part and parcel of character, when through a conscious thought it is pursued. Parents hence are alert to notice in their children, negative habit formation.
Habits are involuntarily acquired. Watching my father who always read a book before retiring to bed in the night, I followed suit and it is a habit with me, in continuation my son has also acquired this habit- highly contagious. Reading a book is a good habit, but reading it lying down on a bed is a bad habit- since I did it, so does my son! It therefore follows that we, directly or indirectly influence habit formation. In the corporate environment where hundreds and thousands of people are interacting with each other, just imagine how we influence and get influenced towards habit creation and formation.
Any organisation that seeks to enhance its productivity needs to keep a tight leash on bad habits becoming a part of its ethos and culture. Late coming is the most easily catchable habit, nay disease. For the purposes of this piece, I will examine a few of the good habits that any organisation should promote within its rank and file for better and increased productivity.
The habits to possess are numerous. However, imperatively it is of significance to have resolve, determination, knowledge, openness, acceptance to criticism and willingness to change, amend, correct and reform. To possess and practice these one assumes that honesty and sincerity are foregone conclusions. In the context of sincerity and honesty an organisation will pre-suppose that all its constituents have it. There is no such thing as middle road in these two basic qualities- you have it or do not have it. No shades of grey, a simple matter of black and white, only. Organisations with this cultural setting ensure a high level of discipline, moral and financial integrity gets embedded within each of its functions and divisions.
Increased productivity can only come through if there is a ‘clear’ business plan. It is best never to confuse between the high sounding verbosity that is chained in the vision/mission statements with the brass tack, business plan. It has to be clear and must convey a sense of purpose to its achievement. The communication skill apparatus within the organisation must be extremely efficient in the articulation and cascading through the management structure of the organisation’s goals and targets for the information of all and sundry.
In honing a commitment to the entity’s objectives, it has to be ensured that it has inbuilt mechanics of empathy and drive. Not every person in the unit has to be a big picture person, only a few would do. The necessary habits the army of workers must have include proficient technical knowledge, willingness to self-improve, efficient time management, courage, ability to respond to crises and above all the humility to handle success and recognition. Having an inflated ego or a deflated one is also a matter of habit. But this habit stems from proper initial training. Management that teaches their human resources the art of controlling ego or ego management has normally better results. It is because all initiatives are shared and are not customised to individual glory. This leads to cooperative and participative management.
Is reputation a habit? Or is it a given thing? Reputation can’t be had. It is built through dint of hard work and dedication, over long periods of time. In my estimation, reputation when it is kept in focus as part of every institutional endeavour, be it a new product, new process or a new hiring, commits to becoming a habit. Positive institutional habits are essential to keeping the reputation clean.
As managers, I believe it is good without being totally aloof, to say less; in fact say only what is necessary. To be impactful, meaningful and for the word to carry respect and recognition it is best advised to expunge from exchange of information the accompanying trivialities. Messages should be crisp and truthful.
As a habit, following any initiatives, don’t indulge in after thought for it demonstrates doubt. Never create doubts; they go to puncture hope and enthusiasm. An environment of hope allows for ideas to flow freely within the hierarchy, leading to a general mood of great expectations. No manager must have the habit to sound despondent or look to be in despair and appear to be bored with entity’s objectives. Such attitude or habits are essentially death pills. To keep the institution brimming with confidence, bring in openness; what is revealed and what is concealed must not represent the opposite or be in contradiction. Good organisations do in private what they would never fear to do in public.
Yet another important habit all management or managers must imbibe is ability to effectively tackle anger management. If there is a culture of respect prevalent, no manager would portray himself to be a victim to betrayal by others. The habit of self-pity is the deadliest and a sure shot recipe for heading to dungeons of corporate death. When you respect people, you in a very direct manner help them become better and more effective, than they are. Respect and honour must come and be visible without the need to create a culture of fear. ‘Without feelings of respect, what is there to distinguish men from beasts?’ (Confucius)
Order breeds habit. Habits create culture. Good habits lead to good organisations. Sow an act and you reap a habit; sow a habit and you reap a character, sow a character and you reap destiny (GD Boardman). Good habits ensure increased productivity.
The writer is a senior banker and freelance columnist
