The Marketing Bureau

Two of the greatest “thinking” minds of our time, Edward de Bono and Robert Heller, issue a regular newsletter to subscribers in which they address a wide range of management issues from a “thinking” perspective. Here at The Marketing Bureau we have a longstanding concern that the concept and practice of “thinking” in business is a much underrated (and, dare we say it, underused) pastime.

With this in mind, here’s something for you to think about. It is a Management Thinking Checklist provided by Messrs de Bono & Heller. Having reviewed the List, we would suggest that there is a great deal of very important, positive and productive thinking which should emerge from seeking to answer these questions:

DO YOU...

1. IMPROVE basic, measured efficiencies continuously?
2. THINK simply and directly about what you are doing and why?
3. BEHAVE towards others as you wish them to behave towards you?
4. EVALUATE each business and business opportunity with total, fact-based objectivity?
5. CONCENTRATE on what you do well?
6. ASK questions ceaselessly about performance, markets and objectives?
7. MAKE MONEY- knowing that, if you don't, you can't make anything else?
8. ECONOMISE always seeking Limo (Least Input for Most Output)?
9. FLATTEN the organisation to spread authority and responsibility?
10. ADMIT to your own failings and shortcomings and correct them?
11. SHARE the benefits of success with all those who helped to achieve it?
12. TIGHTEN up the organisation wherever and whenever you can because familiarity breeds slackness?
13. ENABLE everybody to optimise their individual and group contribution?
14. SERVE your customers with all their requirements to standards of perceived excellence in quality?
15. TRANSFORM performance by innovating creatively in products and processes including the processes of management?

If you've scored 15 out of 15, who are you kidding? There are always areas of weakness. At 10 YES answers, you're doing well, but with plenty to strive for. At 5 or less, your standards will let you down and let down your colleagues. These questions penetrate to the heart of successful management. They have passed, and will pass, the test of time.