- •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
13. Be very, very good at finding the right people
"The best executive is one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it." Theodore Roosevelt, US President (1901-9)
You have to be good at finding the right people to fill the right jobs - and then leave them to get on with it. OK, I know this is one rule that requires a certain intuitive touch but I'm sure you know the sort of manager I'm talking about. They seem to surround themselves with capable, competent people and then they just seem to sit back and watch them go for goal. You can do that too. It is a special talent but one you can cultivate. I guess the skill is in both picking the right people and letting go - leaving them alone to get on with it. You have to have lots of trust to do that; trust in their ability and trust in your own as well.
You have to have a very clear idea of who you are looking for to fill a job as much as what you are looking for. For instance, you might need a senior account manager - that is what you are looking for. But who? Team player? Good all rounder? Someone able to make decisions on the run? Someone who can plan ahead? Someone who understands your industry's quirks? Someone who speaks fluent spreadsheets? Someone who can work with an overex-citable union?
I'm sure you get the idea. If you have a clear picture of who you need as well as what you need, you make the transition to being a manager who seems to have an uncanny knack of finding the right people. It's not a knack, of course, but planning, vision, logic and hard work.
I once made the mistake of being totally seduced by a manager's credentials - I was a general manager seeking to employ a manager - and failing to look hard enough at who he was rather than what he was. Yes, he had the credentials and was very good at his job. But he wasn't a team player and saw everything as a competition, mainly between him and the other managers. Fine in itself, but it didn't work for me or the other managers, who all wanted to pull together. This was one case where I was not good at finding the right person. I had found the wrong person and it took a lot to extricate myself. I had only myself to blame because I hadn't thought sufficiently about who I wanted.
If you're not good at this, or think you could improve, invite somebody you respect to sit in on interviews with you to give you another perspective. Find a mentor or coach to help you work out who you really need
14. Take the rap
"The leaders who work most effectively, it seems to me, never say 'I.' And that's not because they have trained themselves not to say 'I.' They don't think 'I' They think 'we'; they think 'team.' They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but 'we' gets the credit . . . This is what creates trust, what enables you to get the task done." Peter F. Drucker, Managing the Nonprofit Organization
.Sorry, but if the team screws up, it is entirely your fault. If the team does well, the credit is all theirs. A good manager will always take the rap. I know it's easy to use your team as an excuse, but it won't wash. You are the leader, the manager, the boss. If it all goes pear-shaped you have to stand up and take the flack.
It is very easy to say, 'We didn't meet our targets because . . .' But you have to say, 'I didn't meet my targets because . . .' And that 'because' has to be followed by 'I', never 'they'.
It is easy to say, 'We didn't meet our targets because young Brian accidentally upset Client X and they pulled out leaving us short of our sales'. But who put young Brian in charge of such an important client? You. Who organized the sale? You. It has to be you. And your team will die for you if you ask it to, if you take the rap when the going gets tough, believe me. Nothing generates more loyalty than a boss who's prepared to stand up and say, 'I take responsibility'.
But I also know this is a tough one, really tough to do. It takes self-confidence, courage, trust (that you won't get sacked or disciplined) and a certain maturity.
You might think it will go against you, look as if you are incompetent, but on the contrary. If your boss sees you stand up and say, We lost the contract and I take responsibility - these are the steps we're taking to make sure it doesn't happen again' they won't see a failure - they will see a future board member.