- •Топики по менеджменту
- •1. Get them emotionally involved
- •2. Know what a team is and how it works
- •3. Set realistic targets - no, really realistic
- •4. Hold effective meetings - no, really effective
- •5. Make meetings fun
- •6. Make your team better than you
- •7. Set your boundaries
- •8. Be ready to prune
- •9. Offload as much as you can - or dare
- •10. Let them make mistakes
- •11. Accept their limitations
- •12. Encourage people
- •13. Be very, very good at finding the right people
- •14. Take the rap
- •15. Give credit to the team when it deserves it
- •16. Get the best resources for your team
- •17. Celebrate
- •18. Keep track of everything you do and say
- •19. Be sensitive to friction
- •20. Create a good atmosphere
- •21. Inspire loyalty and team spirit
- •22. Fight for your team
- •23. Have and show trust in your staff
- •24. Respect individual differences
- •25. Listen to ideas from others
- •26. Adapt your style to each team member
- •27. Let them think they know more than you (even if they don't)
- •28. Don't always have to have the last word
- •29. Understand the roles of others
- •30. Ensure people know exactly what is expected of them
- •31. Don't try justifying stupid systems
- •32. Be ready to say yes
- •33. Train them to bring you solutions, not problems
- •34. Get it done/work hard
- •35. Set an example/standards
- •36. Enjoy yourself
- •38. Know what you are supposed to be doing
- •39. Know what you are actually doing
- •40. Be proactive, not reactive
- •41. Be consistent
- •42. Set realistic targets for yourself- no, really realistic
- •43. Have a game plan, but keep it secret
- •44. Get rid of superfluous rules
- •45. Learn from your mistakes
- •46. Be ready to unlearn - what works, changes
- •47. Cut the crap - prioritize
- •48. Cultivate those in the know
- •49. Know when to kick the door shut
- •50. Fill your time productively and profitably
- •51. Have a Plan b and a Plan c
- •52. Recognize when you're stressed
- •53. Manage your health
- •54. Head up, not head down
- •55. See the wood and the trees
- •56. Know when to let go
- •57. Be decisive, even if it means being wrong sometimes
- •58. Adopt minimalism as a management style
- •59. Visualize your blue plaque
- •60. Have principles and stick to them
- •61. Follow your intuition/ gut instinct
- •62. Be creative
- •63. Don't stagnate
- •64. Be flexible and ready to move on
- •65. Remember the object of the exercise
- •66. Remember that none of us has to be here
- •67. Go home
- •68. Plan for the worst, but hope for the best
- •69. Let the company see you are on its side
- •70. Don't bad-mouth your boss
- •71. Don't bad-mouth your team
- •72. Accept that some things bosses tell you to do will be wrong
- •73. Accept that bosses are as scared as you are at times
- •74. Avoid straitjacket thinking
- •75. Act and talk as if one of them
- •76. Show you understand the viewpoint of underlings and overlings
- •77. Don't back down - be prepared to stand your ground
- •78. Don't play politics
- •79. Don't slag off other managers
- •80. Share what you know
- •81. Don't intimidate
- •82. Be above interdepartmental warfare
- •83. Show that you'll fight to the death for your team
- •84. Aim for respect rather than being liked
- •85. Do one or two things well and avoid the rest
- •86. Seek feedback on your performance
- •87. Maintain good relationships and friendships
- •88. Build respect - both ways - between you and your customers
- •89. Go the extra mile for your customers
- •90. Be aware of your responsibilities and stick to your principles
- •91. Be straight at all times and speak the truth
- •92. Don't cut corners -you'll get found out
- •93. Be in command and take charge
- •94. Be a diplomat for the company
- •95. Capitalize on chance - be lucky, but never admit it
- •99. End game
43. Have a game plan, but keep it secret
"Every job is a self-portrait of the person who does it. Autograph your work with excellence." Anonymous
No one knows what goes on inside your head. No one knows what lofty heights you aspire to. No one knows what you're really up to - remember Rule 40: Know what you are actually doing -so you can work on your game plan and be doing your job well at the same time. Your game plan should incorporate both long- and short-term goals - where you want to be, where you intend being - and then you have something to match your success against -where you actually are.
Why keep it secret? Because the game plan of your corporation, your management team and your boss may not exactly match your own game plan. This is a personal game plan and should be kept to yourself to protect your dreams and hopes and aspirations - there is nothing quite like having someone dampen your fireworks. An awful lot of management is having front - being able to look the part, to inspire confidence, to walk your walk. If people get wind of any game plan that deviates from that confident air of the perfect manager they will lose confidence. You might be thinking of striking out on your own, but don't tell anyone or they will assume you are leaving any minute now, even if your plans don't allow for that for several years. If you have a game plan of rapid promotion, people will assume you are a high flyer and stop giving you long-term projects on the grounds that you'll be moving up too soon. And so on. Play your cards close to your chest and keep up the appearance of dedication, commitment, reliability, diligence and stability - even if in your heart of hearts you are planning revolution, climbing Everest or taking over the empire.
44. Get rid of superfluous rules
"A self-reinforcing upward spiral: performance stimulating pride stimulating performance." Professor Rosabeth Moss Kanter, Harvard Business School
Ha, I can hear you thinking, 'He's shot himself in the foot now. Get rid of superfluous rules, ha, in a book of rules?' Yep, get rid of superfluous rules. Not my rules of course, not your rules of course. Their rules, obviously. Let people in your team know that you are on their side and will streamline any procedures to enhance efficiency. That means old baggage has to go.
In any workplace there will be a mountain of red tape, bureaucracy, old rules left in place from previous management regimes -get rid of them all. Question everything you and your team do and make it work slicker and quicker by getting rid of anything that is redundant, unnecessary, left over. This is the work equivalent of clutter clearing, process feng shui if you like.
It's terribly easy to settle into a routine and to stop seeing things with a clear eye, a fresh vision. Every day you have to go into work and see it as an outside consultant would. Question 'Why do we do this? Why do we do it like this?' I bet you'll find a lot of clutter and can eliminate it. I once worked for a company where every letter going out had to be Vetted' by a senior office secretary. She was a bit of a dragon to say the least and if you ever got on the wrong side of her your letters went straight to the bottom of the pile - and stayed there. Why did letters have to be routed through her? Beats me, but I had to work unbelievably hard to get rid of that bit of Dickensian nonsense.
Streamline. Save time. Make your people happier and more trusted. Simple really.