What kind of an organizational unit will you build—proactive, reactive, or inactive? There really is only one choice: proactive. Reactive units are always playing catch-up to the competition. Inactive units, meaning those that do not even react to the environment, should not be allowed to exist. Keep in mind that all organizations face internal and external competition. This applies to academia, government, industry, and not-for-profit organizations.

A proactive organization of any size and in any function pushes the envelope in every discipline to the extent required to develop its competitive advantage. Members of the group are not only cognizant of the leading edge activities in their discipline but know when and how to implement them. They use all of the available resources at their disposal to their advantage. They build the organization by developing high levels of individual competency that translate into organizational capability. By pushing the future they build a sense of professional excitement that becomes invigorating and contagious. Why an emphasis on building a proactive organizational unit? Can you really achieve any personal satisfaction from working in an organization that only reacts to its competitors? Losing the game is hardly a motivator.

It is possible to build a proactive attitude in an organizational unit that provides a continuous flow of creative ideas and in the process builds a sense of excitement. It's only necessary to develop an environment that allows for socialization and the free flow of information and ideas on improving work methods and performance. Our current levels of sophistication too often defer our attention from some very basic principles like simplifying work methods, using the appropriate tools, considering organizational and people relationships, and above all placing people in positions where their strengths provide the greatest benefit to the organization and at the same time provide opportunities for career growth.

The following guidelines help build a proactive organizational unit:

• Set the goals. As manager you and your staff set the goals but you take the lead. You define what you want the unit to be (some like to call this vision). You become the role model. People will take their behavioral cues from you.

• Meet project requirements. Meet the three project requirements: performance to specifications, on time, and at cost. Whether or not these requirements are met depends on you as the manager.

• Propose new projects. Only doing what is assigned is not a sufficient challenge for you and your staff. Most people have more to give than what's expected and it's this opportunity to propose new projects that keeps them and the organization vital.

• Develop high standards of professionalism. It's easy to become satisfied with past performance. Yesterday's performance may not be adequate today. You cannot allow your professionals to continue to survive with what they learned as students.

• Take calculated risks. How much risk will you take and how much will you allow your people to take? There are always risks associated with suggesting some new activity, with suggesting some new approach that goes against traditional thinking, with questioning senior authority. But remember the adage: no risk, no reward.

• Foster innovation. This may be your number one responsibility. Organizations cannot survive without innovation. Competition is real. Fostering innovation can only come from developing a culture that provides the freedom of action with operational discipline.

• Develop a mental discipline. Managing is about solving problems and searching for opportunities. The processes of thinking, clarifying issues, considering the pros and cons, sorting alternatives, and making decisions require a disciplined structure. Those decisions may be made on the elevator ride or during a casual encounter but need to be guided by a disciplined process.

• Make timely decisions. There is nothing more frustrating than waiting for a decision. How many times have you been asked as a professional to supply more information and then more information and more information? Don't inflict this frustration on those people that work with you.

• Create dissonance. Welcome the constructive mavericks. Neutralize or eliminate any destructive forces.

As a final reminder, don't fall into the trap of acting like the new kid on the block; you may be, but you're a manager now. Don't let anyone convince you to take it slow but also don't enter with the force of a bull in the china shop. If you were appointed on Friday afternoon you've had the whole weekend to put together a rough outline of how you're going to manage. What you bring to the table Monday morning will set the stage for the future. You are now responsible for the results of others. Do you provide the leadership or do you allow others to direct the future?