Review of the book of John Miller "Proactive thinking", publishing house "MIF", 2014
You often ask yourself:
- Why am I forced to do work that falls under the competence of another department?
- When, finally, will my subordinates begin to show interest in the work?
- Who made a mistake?
- When will the market situation improve?
- Why the sales department does not know how to sell what we release?
Guess what these questions unites? By asking them, you feel yourself a victim of circumstances, disclaim responsibility for what is happening. In unsuccessful moments, the easiest way to point the finger at anything, just not at yourself: it so happened that you can do it, because others are really to blame for what happened. What about you? Is it time to start with yourself?
If the questions with which we started this text come to your mind often, then you should read the book “Proactive thinking” by the founder of QBQ consulting company, 28-year-old business coach John Miller, whose translation was published by “Myth” in 2014 Miller identifies himself as a writer and speaker who says only one thing - personal responsibility (proactivity). He developed a whole methodology for its development and successfully implemented it, working with many companies and private clients. The book "Proactive thinking" is also about the role of personal responsibility in the successful functioning of the company, about how to learn to ask yourself the "right" questions that will help not only in work, but also in life.
The book is small in size - you can read it from cover to cover in literally a couple of hours. The author illustrates his theses with simple and interesting life stories, which makes the text more entertaining and convincing.
The text is very laconic, and this applies not only to the author's style (laconicism in style is a strong thing), but also to the meaning. The meaning is somewhat reduced due to the “poster” presentation of the material - apparently, the thinking of the business coach affects the capacious presentation style: only theses and a minimum of evidence base (why persuade, if everything is obvious?).
Each central board is self-sufficient and proclaims the next postulate of thinking of proactive people: Do not ask "Who?", Overcome the judge, the Foundation for teamwork, etc.
Perhaps, for someone such a “presentation”, superstage feed seems to be a plus, I personally do not have enough “digging deep.”
But the main reason why I would like this book to be more solid in its evidence base and scope is that the author’s correct thoughts would only win if the book contains sufficiently strong arguments to make it clear how hard life is in companies where the proportion of employees who prefer to forget about personal responsibility is small.
A person pointing a finger at others is the emblem of any company.
What is the trouble of almost every company that prevents them from spinning the flywheel and achieving tremendous efficiency? John Miller is sure: the problem is that few people are ready to take responsibility, the majority are looking for either the reason for which they cannot take the decision on themselves, or the guilty.Responsible people are looking for a solution, not a scapegoat. They don't blame anyone, not even themselves. If the criticism is justified, they ask the following questions: What could I have done differently? "And" How to benefit from this experience? "
It is in the fact that everyone prefers to shift the responsibility onto others - the cause of conflicts between company departments.
"No matter how much time and resources companies spend on forming their teams, they always forget one simple truth: we all work as a team. Every day we see how groups, departments, divisions and individuals work on common goals. Our so-called teams swear and complain about “others" who cannot cope with their work. This kind of isolation and rivalry draw all the forces out of the company. It resembles a tandem bicycle, on which two cyclists ride in different directions: lots of energy, lots of power ly, but no progress Because the competitors are not asleep for a second, can we afford to work against each other, and let's get out of their units, forget about the division of "we - they" and remember:.? We all work as a team. "
How to become responsible?
Yes, nothing. And it's not a joke. No manager - John Miller believes - can change his employee, nobody can rehabilitate anyone. Only the person himself can change if he wants it for real - for himself, and not to demonstrate his desire to others.
What can help a person learn to take responsibility for themselves?
The author believes that it should start with a banal - to learn how to properly ask simple questions that can drastically change your life and work. That is, using QBQ, or the question-by-question method, which Miller says, recalling numerous examples of his clients, changes people's lives: “True blessing — getting feedback like” QBQ changed my life ”and“ Sorry I didn't know about him many years ago. ""
Right and wrong questions
In the service sector
When will the delivery service start sending orders on time?
How can I help them?
Why does the client have such high expectations?
When will the sales department learn to do everything right the first time?
In the field of management
Why the younger generation does not want to work?
How do I become a more effective mentor?
When will we find good staff?
How can I better understand each subordinate?
Why they have no motivation?
How to create a stronger team?
Who made the mistake?
How do I become a good leader?
When will they learn the strategy?
How to show that I care?
Who else will worry like me?
How to learn to communicate more effectively?
Why all these changes hit us?
How can I increase my productivity?
When will they teach me this?
Why do I earn little?
How to adapt to changing conditions?
Who will explain my tasks to me clearly?
|When will management begin to act in concert?|
How to develop yourself? How to increase your interest?
|Who will develop a strategy for us?|
When will the sales department start running our programs?
How to find out what difficulties the sales department has?
Why should the front office have our new products?
How to learn more about the desires of consumers?
When will they hear us?
How to learn to creatively convey their thoughts?
There are lists of “right” and “wrong” questions in the book for areas not related to work - for spouses, parents, teachers, teenagers, etc.
After reading the book, you probably will have the impression that everyone is doing that they blame each other. It would be necessary to change something - you think. Do not resist this desire. Readiness for change is an excellent quality, because in life only those who understand that any action is better than inaction are given a chance.