‘Ready, Aim, Fire’

Question 1 . How does the process of Ready , Aim , Fire ' when implemented properly contribute to getting results ? Does chance favor the prepared mind

`Ready , Aim , Fire ' is a result-oriented strategy that offers a number of benefits when applied properly . Hilmer and Donaldson (1996 ) provide that the proper application of this strategy starts with perspective reengineering . An action perspective should be adopted to mobilize resources . This is because action constitutes a better option than `paralysis by analyses . When managers are able to motivate people to act , effective strategies emerge when decisions are

concluded in real time . Action-directed organizations have people with good instincts and opinions from the practical experiences resulting to the development of innovativeness and creativity as well as empowerment and satisfaction translated into the achievement of results and productivity

`Ready , Aim , Fire ' is also a reactive strategy that involves performance planning . Passmore (1998 ) provides that in properly applying this strategy , managers need to make educated guesses in planning the actualization of projects . Through the consideration of details and potential scenarios , managers are able to anticipate any possible need for changes and adjustments and be flexible in making the changes Desired results are achieved when the implementation process is guided by precision planning balanced with flexibility

A number of firms failed to achieve these benefits because they either stressed on the `ready ' part resulting to the loss or passing of opportunities or changed situations rendering planned strategies obsolete or the `fire ' part resulting to rushed and botched projects McGinn (2004 ) provides that action should be made with caution and the strategy applies only when options are available and actions have been thoroughly assessed and identified . Although planning should translate to action and reaction , these only lead to the achievement of results with the guidance and direction of a goal . The key is to direct resources and competencies towards a goal-directed action so that when the dust settles , the organization finds itself in a successful position . Preparation leads to results when opportunities are readily grabbed

References

Hilmer , F .G Donaldson , L (1996 . The Trivialization of Management The McKinsey Quarterly , 4 , 26

McGinn ,

(2004 . Leading Others , Managing Yourself . Chicago : Health Administration Press

Passmore , D (1998 . Modeling the Network . Business Communications Review , 28 (4 , 20

Question 2 . In one page with two or more references , why must we as leaders learn to lose well ? Or said another way , `Cut your losses and move on

As much as leaders lead with the intention of winning and not losing incurring losses at one time or another is inevitable in any continuing endeavor . Leaders should learn to lose well so they can take whatever positive or good things they can spare from the experience , value lessons , and move on

Finneran (1994 ) provides that timing is an important aspect of leading In a rapidly changing business environment , a decision that may seem rational today may not carry the same value the next day or priorities may change over time . When this happens , leaders should flexible enough...