Rules of Management, 2nd edition
A Definitive Code for Managerial Success
By Richard Templar
August 2011
Pearson Education
Distributed by Trans-Atlantic Publications Inc.
ISBN: 9780273735731
221 Pages
$42.50 Paper Original
Introduction
Managing your team
- Get them emotionally involved
- Know what a team is and how it works
- Set realistic targets – no, really realistic
- Hold effective meetings ...
- ... No, really effective
- Make meetings fun
- Make your team better than you
- Known your own importance
- Set your boundaries
- Be ready to prune
- Offload as much as you can – or dare
- Let them make mistakes
- Accept their limitations
- Encourage people
- Be very, very good at finding the right people
- Hire raw talent
- Take the rap
- Give credit to the team when it deserves it
- Get the best resources for your team
- Celebrate
- Keep track of everything you do and say
- Be sensitive to friction
- Create a good atmosphere
- Inspire loyalty and team spirit
- Have and show trust in your staff
- Respect individual differences
- Listen to ideas from others
- Adapt your style to each team member
- Let them think they know more than you (even if they don't)
- Don't always have to have the last word
- Understand the roles of others
- Ensure people know exactly what is expected of them
- Have clear expectations
- Use positive reinforcement motivation
- Don't try justifying stupid systems
- Be ready to say yes
- Train them to bring you solutions, not problems
Managing yourself
- Work hard
- Set the standard
- Enjoy yourself
- Don't let it get to you
- Know what you are supposed to be doing
- Know what you are actually doing
- Value your time
- Be proactive, not reactive
- Be consistent
- Set realistic targets for yourself – no, really realistic
- Have a game plan, but keep it secret
- Get rid of superfluous rules
- Learn from your mistakes
- Be ready to unlearn – what works, changes
- Cut the crap – prioritize
- Cultivate those in the know
- Know when to kick the door shut
- Fill your time productively and profitably
- Have a Plan B and a Plan C
- Capitalize on chance – be lucky, but never admit it
- Recognize when you're stressed
- Manage your health
- Be prepared for the pain and pleasure
- Face the future
- Head up, not head down
- See the wood and the trees
- Know when to let go
- Be decisive, even if it means being wrong sometimes
- Adopt minimalism as a management style
- Visualize your blue plaque
- Have principles and stick to them
- Follow your intuition
- Be creative
- Don’t stagnate
- Be flexible and ready to move on
- Rememeber the object of the exercise
- Remember that none of us has to be here
- Go home
- Keep learning – especially from the opposition
- Be passionate and bold
- Plan for the worst, but hope for the best
- Let the company see you are on its side
- Don’t bad-mouth your boss
- Don't bad-mouth your team
- Accept that some things bosses tell you to do will be wrong
- Accept that the bosses are as scared as you are at times
- Avoid straitjacket thinking
- Act and talk as if one of them
- If in doubt, ask questions
- Show you understand the viewpoint of underlings and overlings
- Add value
- Don’t back down – be prepared to stand your ground
- Don’t play politics
- Don’t slag off other managers
- Share what you know
- Don’t intimidate
- Be above interdepartmental warfare
- Show that you'll fight to the death for your team
- Aim for respect rather than being liked
- Do one or two things well and avoid the rest
- Seek feedback on your performance
- Maintain good relationships and friendships
- Build respect – both ways – between you and your customers
- Go the extra mile for your customers
- Be aware of your responsibilities
- Be straight at all times and speak the truth
- Don’t cut corners – you’ll get found out
- Find the right sounding board
- Be in command and take control
- Be a diplomat for the company
End game
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