8 Management Lessons from Paul the Octopus

The world's most famous octopus may  have retired from the arduous task of predicting football games' outcomes, but he still has some lessons for managers. On the one hand, his high profile job is now done, but on the other hand, he leaves behind some perfectly sensible management principles. As far as the other four hands  and two legs are concerned (according to scientists, an octopus has six arms and two legs), he will use them doing what he likes best: entertaining children.

So what did we learn from Paul?  Here are some of his lessons:

• ONE - Actions speak louder than words.  Paul wasted not a single word and yet got the job done.  Communication is very important, but in an organisational setting, you are more likely to have people listening to you if they know your actions can be trusted.
• TWO - Think about things carefully, but then be decisive.  Leaders are expected not to sit on the fence or  to fall into the habit of routinely postponing decision-making. Managers are paid, among others, to make decisions.  Without that decisiveness, organisations could end up stagnating.  Timing is important, and sometimes a postponed strategic decision can be a wise move.  But effective day-to-day and medium term operational decisions are necessary for any well-functioning organisation.
• THREE - Be prepared to make unpopular choices.   Quite simply put, you cannot please all of the people all of the time.  But if you believe in your own choices, your honesty will be respected.  Managers are not paid to be popular.  They are paid to lead and manage.  If you communicate clearly and honestly, even unpopular decisions will be met with understanding, if not with general approval. 
• FOUR - Guessing at outcomes is sometimes OK.  Sometimes you simply have to guess at outcomes,  because there simply may not be enough facts to make a totally informed choice. Scenario predictions and "what if" planning can be great, but have their limitations.  Going with your instinct and experience is sometimes the only way to drive ahead innovation.  If that were not the case, many success stories in business, the arts and entertainment and even science would never have happened.  But don't rely on guesswork when there are solid, useful facts and resources that can help you make sensible management decisions. 
• FIVE - People are watching.   In an organisational environment, few secrets remain secret.  Act and manage accordingly.  Total transparency is not always possible and there are strategic issues that can affect your organisation's success negatively. But protect your key strategic plans, brands and people in an ethical way.
• SIX - Making enemies comes with the territory.  However, if you are honest, communicate in an open and sincere manner and act in ways that are not based purely on self-interest, you can minimise the dangers of having too many people who will put obstacles in your way.
• SEVEN - A little charm goes a long way.   Even if you think you look like an octopus and feel as though  you have too many left feet at times, being nice to people is a good thing - not a weakness.
• EIGHT - Quit while you are ahead.  In all management situations, there comes a time to go.  Ensure that you make the move (whether it is changing jobs, directions or even careers, or choosing to retire) at the right time - otherwise you may be pushed to do so anyway, or stay to your own detriment and that of your co-workers, staff, clients and supporters.

Thanks, Paul.  We're glad you did not end up in a dish of paella.