- •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
93. Be in command and take charge
"It is acknowledged that many leaders do not have empathy, but it is observed that those who lack empathy lack the ability to move people. Leaders who can instil an atmosphere of working together gain respect, taking charge without taking control."
Warren Bennis, On Becoming a Leader
You are a manager, so manage. Managing means just that, managing. Managing to work effectively. Managing to be in charge. Managing to be in command.
There seems to be a new movement in which managers are frightened to take command. They seem reluctant to assume control in case their team might resent this or accuse them of being a dictator. Nothing could be further from the truth. Teams with good, strong, commanding managers go a lot further because they know there is a captain at the helm. Without a captain we are all at sea - lost, scared, about to crash on the rocks. In a way it almost doesn't matter what captain we've got, just so long as we've got someone with their hand on the rudder. We all know the first mate does all the real sailing anyway, so the captain can be whatever, but the first mate can't function unless they know there is someone there, at the helm.
You've got to be a hero to your team and a good second-in-command to your boss. You have to be all these old-fashioned things:
dependable
reliable
strong
* trustworthy
* faithful
loyal
staunch
dedicated
accountable.
Boy, it's all a tall order, a tough call. But the rewards are immense. Being a manager is a fabulous job if you handle it right, abide by the rules and play it straight.
94. Be a diplomat for the company
"Diplomacy - the art of getting people to do it your way."
I hope you don't have to 'kiss butts' to be a diplomat for your company, but diplomat you should be. The company you work for will drive you rnad at times, and at others please you no end. If you can stay away from the politics and backbiting that goes on in any organization, you'll be doing fine. Accept that every company has bad bits and good bits. Focus on the good bits and be incredibly proud that they had the good sense to employ one of the best managers in the business - you.
Speak highly of your company wherever you go and in whatever you do. This will get back to head office and make you even more proud, because nothing generates pride better than being proud (the opposite of a vicious circle - a kindly circle?).
If you get a complaint, accept it, tell the person you will investigate and get back to them - and do it.
Having to be a diplomat makes you question what your company represents - and that makes you question how happy you are working for them. If it is good and you are already proud - good for you. But if you have doubts you might have to do some soul searching before continuing. Don't chuck in the towel immediately - you might be of more use on the inside, changing from there.
Just as you would go that extra mile for a customer, find ways to go that extra mile for your company This doesn't mean you have to be a yes-person or a lackey or a doormat. You can be strong, proud, independent, rebellious and still be a diplomat for the company.