interior Planning The development of this instinctive sense can be partly selftaught and partly learnt from example. Enterprise is a somewhat different quality. Stamina and luck enter into it. The enterprising man, it will often be noticed in industry, is the man whose adventurous and experimental spirit has met up with a cautious, prudent foil (often a deputy or assistant) who helps to turn an idea into practical politics. The entrepreneur makes the millions and the foil remains a foil. But enterprise in management can, of course, be much more than that: it can mean courage, flair, and foresight. It can mean the possession of the 'inner eye', that priceless gift of being just a jump ahead of what people are thinking and wanting and doing. Enterprise and acumen are not enough by themselves. They are complementary qualities in management, but they are not the whole story. The plans of the shrewdest, most audacious manager can founder on the rocks of maladroit handling of people, of lack of basic integrity. Earlier in this chapter we spoke of 'the manager who can by sheer force of character and ability, diffuse a sense of ordered calm and planned progress.' This diffusion process is largely a matter of communications. In enumerating management 'qualities' the power to communicate must rate very high. There are far too many managers who are secretive about their intentions and who feel that there is some sort of loss of dignity or 'face' or even power in making sure that, all down the line, everyone knows what they are about. In later chapters some practical illustrations of how this can be done will be discussed. At this point, when the often intangible qualities to be sought for in a manager are under review, the quality of mind that can see a management task as a great deal more than issuing orders, that can, in fat, help towards creating an atmosphere of mutual goodwill based on knowledge of what is going on, is a quality of high importance. Much is being said and written these days about the workers' interest, or lack of interest, in management objectives. It is fashionable in an 'I'm all right Jack' mood to poohpooh any suggestion that, in fact, workers genuinely care for what the operation by which they are employed is trying to achieve, and it is, of course, easy to be cynical or sentimental about this most crucial of issues. The ability to communicate is a key to the problem not just the ability to think clearly and pass clear thoughts down the line, but to work out a communications plan which takes care of the character and the ramifications of the group to be communicated to. It is better to tell too much than not enough. This particular quality is another of the instinctive ones. There are many managers who lack the imagination, the instinct, to realize that what they are doing is of infinite interest to others. They feel a sense of constraint, as if shouting the odds were somehow not quite in the best of taste. to buy a house