Print July 2020 Wall Calendar: -In a word, instead of curbing your strong point of originality and making yourself more like other people, you should try to make yourself more and more original with the help of these July 2020 Wall Calendars. Unless you are in some way different, you will remain in the rank and file and attract no favorable attention. Every young man who is ambitious should take this thought as a guiding rule. As soon as a man has decided to acquire knowledge and to develop his powers, he should bear in mind this suggestion —all the way along he should teach as well as learn. He should do this for his own sake. Just as the body remains healthy by taking in and giving out energy, so does the brain benefit by both taking in and giving out knowledge. There is a phrase sometimes used—“No one shall pick my brains.” It is a silly phrase. It is generally used by a man who has acquired very little technical knowledge. It is certain that when a man says: “What I know, I shall not teach to others,” he prevents his own advancement. Not only is he less useful, but he is also more likely to stop learning. Many a man in a large company tries to make himself indispensable. Sometimes he means well, but it is the wrong policy, both for the company and himself. During my whole business life, I have had a passion for teaching. I had a little magazine of my own at twenty-three and wrote my first book at twenty-five. For fifteen years, I made it a habit to give eight months a year to business and the four months of the summer to the writing of books. This habit I found in every way profitable, and steadily I decreased the time given to business and increased the time given to authorship. Gradually, I evolved into a professional teacher.
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I learned that teaching helped me as an executive, as a great part of management is a matter of teaching. Also, it helped me to acquire more knowledge. When a man sets out to teach any subject, he quickly finds out that he needs to learn more about it. He finds that his knowledge is very far from being complete. Harrington Emerson, one of the founders of the Efficiency Movement, began his career as a teacher. He was a Professor of Engineering at an American university. He was called in as a consultant by manufacturers. He made such notable success in working out the right process for the making of wire-glass that he left the university and became one of the first eminent efficiency experts. He had many clients. He earned high fees. But he always regarded himself as first and last a teacher. He wrote two of the authoritative books on Efficiency.
It is worth noting that the most influential journalist and magazine publisher in Japan—Seiji Noma—began his career as a school teacher in a small town. The ambition sprang up in his mind that he would become the teacher of the whole Japanese nation. He now publishes 70 percent of all the magazines in Japan, and they are filled with instructional articles, not with time-killing trash. He manages Hochi Shimbun, the most influential daily paper in Japan. He has made a large fortune, but he has always put money-making in second place. His purpose is to be a teacher. It is certain that the secret of good management, as far as there is any secret, is simply this—studying and teaching. The lifelong job of an executive is to study himself, his business, employees, and customers; and to teach his group and his public what he wants them to know. He must know clearly what he wants to be done and how he wants it done. He must not allow his people to create their own routine. When employees create their own routine, they invariably do a great deal of unnecessary work. They do what they can to make work. And, they seldom find the one best and quickest way to do a job.
A manager must first create the right routine and let it alone. He must teach this routine to his people. If he is a
new manager, or if he has been given a new department, he must spend most of his time at first studying the routine work and making it more efficient. He must never take it for granted that his people know how to do their jobs. To find the right person for every job requires plenty of studies. No one can do this perfectly. The ablest of us make many mistakes, but by studying people and teaching them, we can reduce the number of mistakes. Then, when a manager has improved his routine work and taught it, he has many other things to study and teach.
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