- •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
49. Know when to kick the door shut
"No other technique for the conduct of life attaches the individual so firmly to reality as laying emphasis on work; for their work at least gives them a secure place in the human community" Sigmund Freud
Keeping an open-door policy as a manager is a basically good idea, but there comes a time when you have to know it is time to kick the door shut so that you can:
get on with some work
have a meeting in private
* let your team know you don't want to be disturbed
* let the team know you really are the boss and not really one of them at all.
Obviously a good manager such as yourself likes to have an open-door policy so that the staff have access to you when and as they need. But there are times when it is necessary physically and psychologically to create a barrier. You see, the real secret of good management is that no matter how chummy you are with the team there comes a time when it is essential that you are actually the boss.
Ruling by democracy is all very well; meetings and committees are fine; joint discussions are rewarding. But when push conies to shove you have to be prepared to carry the can and that means you have to fly by the seat of your pants, make the tough calls and be the boss. And occasionally shutting the door reinforces that. You don't have to be a cruel or harsh or dictatorial boss, but a boss you must be.
If you are one of those managers who finds it hard to be assertive or 'bossy', I suggest you practise kicking the door shut. It is a deeply symbolic gesture about who controls your environment -you. Do it a few times and the team will get the message. Once you've got used to it you can control who sits down in your office and how long they stay It is essential for employees to take you seriously, for you to stamp your authority on the situation. Kicking the door shut symbolizes you are the manager - and this is a good thing, believe me. Oh, and it'll also mean you get some work done without interruption. Just don't do it too often -nothing is more frustrating than a boss who is never available.
50. Fill your time productively and profitably
"Dance like there's no one watching; sing like there's no one listening; love like you've never been hurt." Professor William Purkey, University of North Carolina
"And work like you haven't got a boss - and don't need the money." Richard Templar
Once you've learnt to kick the door shut you'll find yourself alone in an empty office. But to be the really great and effective manager you are, and are going to be, you don't coast or cruise. You get your head down and get the work done. And you get it done fast and effectively and efficiently Then you do some work on your long-term goals, your game plan and your business education (don't stand still - read something).
Working hard when you're not being encouraged with an electric cattle prod is a bit like working for yourself. You have to be motivated, dedicated and focused. It takes practice and training. We all like to goof off. And that's fine every now and then. We all need thinking time, down time. It is important though not to overdo it. Don't let the time bandits come in and steal a whole day
Set little deadlines. Make short lists so you can cross off lots and feel good about what you've done. Get loads of fresh air, or you'll sleep too much. Don't drink alcohol at lunchtime, or you'll sleep afternoons. Go to bed early enough, or you'll be trying to catch up on sleep in the office.
Beware time-wasting people. Practise telling people you've got something important and urgent to finish and can you come and see them later?
Beware e-mails too - they have a way of sucking time. And they tend to make you terribly reactive - 'Oh, I've got a clear in-box, all my work is done'. But the truth is, work isn't replying to e-mails or composing e-mails - it is getting your sleeves rolled up and actually doing something; making phone calls, chasing people, creating sales, checking production, filing reports. Get on with it, now. Be productive. Be profitable. Everything else can take a hike.