- •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
65. Remember the object of the exercise
"Happy, fulfilled, stretched but supported people generally achieve the most at work and get the most from life. They drain a lot of swamps - and have a pretty good time doing it (strange though it may seem swamp drainage is a Very Enjoyable Occupation). However, many of us face a few alligators . . . those subversive obstacles that get in the way of a productive, high achieving but low-stress kind of life. Some of them we make ourselves, some of them are placed there by other people. Some of them just are." Get Ahead; Give a Damn*
And the object of the exercise, my friend, is what? We all have a different agenda. You may say, To make profits for the shareholders' (Rule 48), but you're just trying to curry favour by giving an answer you think I want. 1 don't.
Remember that even when you are up to your arse in alligators the object of the exercise was to drain the swamp. There are many objectives, many swamp-draining exercises. You might see it as the next project, setting the next budget, getting through the next interview, week or disciplinary interview. It might be long-term stuff, career in general, etc. And the alligators who bite your bum could be colleagues, customers, clients, bosses, staff, family, you name it/them. But they do get in the way of draining the swamp.
This is a Rule about focusing so you don't get side-tracked by all the nonsense that goes on around you. Stay focused and keep the objective in your sights at all times - whatever it may be.
* Get Ahead; Give a Damn is a little book of big ideas about how to be more suc cessful and happier at work. Every penny of the cover price goes to help homeless unemployed people get back on their feet. You can get a copy from www.pearson-boofo.com if you are interested.
66. Remember that none of us has to be here
"There is no formula for success, but there is formula for failure and that is trying to please everybody." Man Ray, painter, photographer, sculptor, illustrator, film-maker, inventor, philosopher
I once worked with a fabulous manager. Sadly he is no longer with us but I remember all the managerial stuff he taught me. He was one of us - seemingly. On the surface he played the company game, discreet, charming, efficient, hard-working, but deep down this man worked for no one but himself. Bob was a individualist, a rule breaker (but not these Rules - most of these came from him), non-conformist, maverick. He trod a fine line. He was Mr Cool Dude. Mr Management Should Never Be Seen To Be Done.
Sure he got the job done and done extremely well, but he was a managerial rebel. He and 1 were scheduled once to go on a managers training course. Guess who failed to show up? Yep, Bob. He wasn't going to make Lego models for anyone.
1 went. I made Lego models. I toed the company line. Guess who got promoted? Yep, right again. Bob.
So how did we get here? Ah, moaning. I moaned. Bob would say, 'None of us has to be here'. And he meant it. Literally Literally none of us has to be here. We don't have to do the job. We can walk any time we want. This means we are here by choice. We have chosen to be here. We choose to be here each and every day.
It is our choice. If we have chosen to be here then surely it means we are enjoying It - or we wouldn't be here? Right? If we aren't enjoying it then we should choose not to be here.
Basically what Bob was saying to me was, 'Stop moaning - enjoy it or leave'. This doesn't mean you can't point out the things that are wrong, but if they aren't going to get solved you'd better learn to live with them. Enjoy it or move over and let someone else do the job who will. None of us has to be here.