Read Online The Rules Of Management (Pioneer Panel's Library) by Richard Templar - Free Book Online Page A
Authors: Richard Templar
Ads: Link
higher up the scale we go, the further away from our original job we get. And often no one bothers to train us as to what the new job—management—actually entails. Sure we take the odd course—and some are very odd: I speak as one who has made LEGO ® bridges, done jigsaw puzzles that are face down, been on canoeing weekends and all in the name of management training—but we don’t specifically train to be managers. Management is something we sort of pick up as we go along. Sure there are a few good instinctive man-agers, but invariably we stumble along picking up the odd hint and clue here and there—it’s a very hit and miss operation.
And a lot of what we are taught is fairly obvious. What I’m doing here is giving you the unwritten stuff—the stuff you don’t get on those canoeing weekends.
Chapter 38. Work Hard
The fundamental Rule of Management, I’m afraid, is get the basic job done, get it done well, and work extremely hard at it. No good being a fantastic people manager if you let the basic job slip. You may have to get into the office earlier than anyone else, earlier than you’ve ever arrived there before, but get in early you must.
After you have cleared your work out of the way, you can concentrate on managing your team. Paperwork has to be done efficiently and on time. This isn’t the place to go into lengthy training sessions on time management and the like, but basically you will have to be
• Organized
• Dedicated
• Ruthlessly efficient
• Focused
No choice I’m afraid. You have to buckle down and just do it. Management isn’t running around issuing orders and looking cool. It’s actually about what goes on in the background—the work being done where no one sees it.
And if you want to know if you are being a good manager now—take a look at your desk. Go on. Right now. What do you see? Clear space and order? Paper everywhere and piles of unsorted stuff? Do the same with your briefcase, files, computer even. Order or disorder?
You have to use whatever tools you have at hand to make sure the work is done, done well, and done on time. Make lists, use pop-up calendars on your computer, delegate, seek help, stay up late, get up early, get up earlier—obviously you still need to refer to Rule 75 : Go home; you have to have a life. But get that work done and learn to be ruthlessly efficient.
----
YOU HAVE TO BUCKLE DOWN AND JUST DO IT.
----
Chapter 39. Set the Standard
If you drag in late, argue with your customers, are disrespectful and produce shoddy work, chances are your team is going to go to hell in a hand basket. If, on the other hand, and I assume this is more likely the case, you arrive not only on time but also early, do your work well and on time (see Rule 38 ), behave like a decent, honest, civilized human being, and use your talent, chances are your staff will arise to the occasion.
Everyone needs someone to look up to, someone they can respect and want to emulate. Sorry, but that someone is you. Tough call I know. If you think heroes are so out of date, oldfashioned and redundant, then think again. Every one on your team has a special relationship with you. You are their leader, their inspiration, their boss (there’s a word to make you shudder, but that’s what you are), their mentor, guide, teacher, hero, role model, champion, defender, and guardian. To be all these things means you have to set an example. You have to play the part. You have to set standards. You have to be that role model.
The bottom line is: If you don’t care, why should they? You’ve got to set an example in everything you do. Think before you speak. Consider how you react. “Do as I say, not as I do” doesn’t work. Be what you want to see in them.
You’ve also got to go beyond that and raise their stakes. You’ve got to give your staff something to aspire to, something to want to raise themselves up to. That’s you.
Ideally, you’ll have some style, some flair, some
And a lot of what we are taught is fairly obvious. What I’m doing here is giving you the unwritten stuff—the stuff you don’t get on those canoeing weekends.
Chapter 38. Work Hard
The fundamental Rule of Management, I’m afraid, is get the basic job done, get it done well, and work extremely hard at it. No good being a fantastic people manager if you let the basic job slip. You may have to get into the office earlier than anyone else, earlier than you’ve ever arrived there before, but get in early you must.
After you have cleared your work out of the way, you can concentrate on managing your team. Paperwork has to be done efficiently and on time. This isn’t the place to go into lengthy training sessions on time management and the like, but basically you will have to be
• Organized
• Dedicated
• Ruthlessly efficient
• Focused
No choice I’m afraid. You have to buckle down and just do it. Management isn’t running around issuing orders and looking cool. It’s actually about what goes on in the background—the work being done where no one sees it.
And if you want to know if you are being a good manager now—take a look at your desk. Go on. Right now. What do you see? Clear space and order? Paper everywhere and piles of unsorted stuff? Do the same with your briefcase, files, computer even. Order or disorder?
You have to use whatever tools you have at hand to make sure the work is done, done well, and done on time. Make lists, use pop-up calendars on your computer, delegate, seek help, stay up late, get up early, get up earlier—obviously you still need to refer to Rule 75 : Go home; you have to have a life. But get that work done and learn to be ruthlessly efficient.
----
YOU HAVE TO BUCKLE DOWN AND JUST DO IT.
----
Chapter 39. Set the Standard
If you drag in late, argue with your customers, are disrespectful and produce shoddy work, chances are your team is going to go to hell in a hand basket. If, on the other hand, and I assume this is more likely the case, you arrive not only on time but also early, do your work well and on time (see Rule 38 ), behave like a decent, honest, civilized human being, and use your talent, chances are your staff will arise to the occasion.
Everyone needs someone to look up to, someone they can respect and want to emulate. Sorry, but that someone is you. Tough call I know. If you think heroes are so out of date, oldfashioned and redundant, then think again. Every one on your team has a special relationship with you. You are their leader, their inspiration, their boss (there’s a word to make you shudder, but that’s what you are), their mentor, guide, teacher, hero, role model, champion, defender, and guardian. To be all these things means you have to set an example. You have to play the part. You have to set standards. You have to be that role model.
The bottom line is: If you don’t care, why should they? You’ve got to set an example in everything you do. Think before you speak. Consider how you react. “Do as I say, not as I do” doesn’t work. Be what you want to see in them.
You’ve also got to go beyond that and raise their stakes. You’ve got to give your staff something to aspire to, something to want to raise themselves up to. That’s you.
Ideally, you’ll have some style, some flair, some
Similar Books
