- •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
80. Share what you know
"Share what you know and, more importantly what you imagine with others. Lead them to discover their own truths. The way you live your life is as powerful a teaching for others as what you say to them." Tom Cowan, shamanic practitioner
This Rule is about mentoring people who know less than you. They don't have to know that much less and you don't have to know that much more. But if you share everything you do know then they will know as much as you. Some managers will see this as a threat. They are the foolish ones. What you have just done is train up someone to take some of the workload from your shoulders. Someone to replace you when you get promoted.
Some managers feel awkward about sharing because they feel they don't know enough. But when you learned English at school it was enough that your teacher knew about grammar and clauses and punctuation and that sort of stuff. You didn't need an award-winning novelist or a Nobel prize winner. No, just a humble English teacher was enough.
Sharing with colleagues is important too. The more you give out the more you'll get back. Suppose you give one bit of information to 20 other managers. If only half of them are generous enough to return the favour it means you now have 10 bits of new information to add to your collection. They have only gained by one but you have gained by 10 - brilliantly easy They will invariably share with you, but not each other - don't ask me why. Perhaps they feel indebted to you and not to them.
81. Don't intimidate
"In order to keep a true perspective of one's importance, everyone should have a dog that will worship him and a cat that will ignore him." Dereke Bruce
Being a manager gives you authority and power, no doubt about that. Perhaps that's what separates good managers like you from rubbish ones. You know how to handle that power and you don't abuse it.
People will look up to you as a manager, respect you and even fear you. You have the power of unemployment or work over them and they will be aware of that in all their dealings with you. But you have to try and overcome that by getting them to trust you. Always be predictable so that they know where they are with you at all times and you don't frighten them by taking them unawares. You mustn't abuse your position by intimidating your team.
Yes, there are two ways of getting things done - fear and reward -and a lot of managers choose the first because they feel under-confident, unsure and uncertain. Unlike you they aren't at ease with themselves and this shows up in a threatening or bullying attitude towards their staff. We ought to pity them - or, if we work under such a boss ourselves, try and get them better trained. Perhaps leave a copy of this book lying around for them to stumble on accidentally?
A lot of managers don't know that their attitude sets the standard for how their staff treat each other and their customers. If they see a manager who is kind and co-operative, rewarding to work for and confident, it rubs off and they, in turn, act the same way towards each other and towards customers as well.
Working this way makes life easier and more productive. It's so much better to work in an organization where reward is used instead of fear to get things done.