Rules of Management


The Definitive Guide to Managerial Success
Richard Templar

Description
Some people seem to be naturally great managers. They glide effortlessly onwards and upwards through all the politics, the system, the people problems, the impossible targets, the work overload and all the nonsense that goes on. They say the right thing; do the right thing and know how to handle every situation.


Is there something they do that we don’t? Is it a natural ability or something we could all learn? Is there a secret to managerial success? Yes… and all is revealed in The Rules of Management.

These rules cover how you relate to people and how you conduct yourself. They underpin all of your behaviour and your actions. This is the book for you if you want to be successful and still be able to live with yourself, sleep nights and be regarded as a thoroughly nice person by your team, your colleagues and your boss. The Rules of Management is written in a light, entertaining, easy-to-read style that is easy to dip into, accessible and informative. This is a practical book with lots of good advice, common sense, examples, workable tips and hints to make your managerial life smooth and effective.

Contents

Managing your team 1

· *Get them emotionally involved 4

· *Know what a team is and how it works 6

· *Set realistic targets – no, really realistic 9

· *Hold effective meetings – no, really effective 11

· *Make meetings fun 15

· *Make your team better than you 17

· *Set your boundaries 19

· *Be ready to prune 21

· *Offload as much as you can – or dare 23

· * Let them make mistakes 25

· *Accept their limitations 27

· *Encourage people 29

· *Be very, very good at finding the right people 31

· *Take the rap 33

· *Give credit to the team when it deserves it 35

· *Get the best resources for your team 37

· *Celebrate 39

· *Keep track of everything you do and say 41

· *Be sensitive to friction 43

· *Create a good atmosphere 45

· * Inspire loyalty and team spirit 47

· *Fight for your team 49

· *Have and show trust in your staff 51

· *Respect individual differences 53

· *Listen to ideas from others 55

· *Adapt your style to each team member 57

· *Let them think they know more than you (even if they don’t) 59

· * Don’t alway
s have to have the last word 61

· *Understand the roles of others 62

· *Ensure people know exactly what is expected of them 64

· *Use positive reinforcement motivation 66

· * Don’t try justifying stupid systems 68

· *Be ready to say yes 70

· *Train them to bring you solutions, not problems 72

Managing yourself 75

· *Get it done/work hard 78

· *Set an example/standards 80

· *Enjoy yourself 82

· *Don’t let it get you down 84

· *Know what you are supposed to be doing 85

· *Know what you are actually doing 88

· *Be proactive, not reactive 89

· *Be consistent 91

· *Set realistic targets for yourself – no, really realistic 92

· *Have a game plan, but keep it secret 94

· *Get rid of superfluous rules 96

· *Learn from your mistakes 98

· *Be ready to unlearn – what works changes 100

· *Cut the crap – prioritize 102

· *Cultivate those in the know 104

· *Know when to kick the door shut 106

· *Fill your time productively and profitably 108

· *Have a Plan B and a Plan C

· *Capitalize on chance – be lucky, but never admit it 112

· *Recognize when you’re stressed 114

· *Manage your health 116

· *Be prepared for the pain and pleasure 118

· *Face the future 120

· *Head up, not head down 122

· *See the wood and the trees 124

· *Know when to let go 126

· *Be decisive, even if it means being wrong sometimes 128

· *Adopt minimalism as a management style 130

· *Visualize your blue plaque 132

· *Have principles and stick to them 134

· *Follow your intuition/gut instinct 136

· *Be creative 138

· *Don’t stagnate 140

· *Be flexible and ready to move on 142

· *Rememeber the object of the exercise 144

· *Remember that none of us has to be here 146

· *Go home 148

· *Keep learning – especially from the opposition 150

· *Be passionate and bold 152

· *Plan for the worst, but hope for the best 154

· *Let the company see you are on their side 156

· *Don’t bad-mouth your boss 158

· *Don’t bad-mouth your team 160

· *Accept that some things the boss
es tell you to do will be completely wrong 162

· *Accept that the bosses are as scared as you are at times 164

· Avoid straitjacket thinking 166

· *Act and talk as if one of them 168

· *Show you understand the viewpoint of underlings and overlings 170

· *Don’t back down – be prepared to stand your ground 172

· *Don’t play politics 174

· *Don’t slag off other managers 176

· *Share what you know 178

· *Don’t intimidate 179

· *Be above interdepartmental warfare 181

· *Show that you’ll fight to the death for your team 183

· *Aim for respect rather than being liked 185

· *Do one or two things well and avoid the rest 187

· *Seek feedback on your performance 189

· *Maintain good relationships and friendships 191

· *Build respect – both ways – between you and your customers 193

· *Go the extra mile for your customers 195

· *Be aware of your responsibilities and stick to your principles 197

· *Be straight at all times and speak the truth 199

· *Don’t cut corners – you’ll get found out 201

· *Be in command and take control 203

· *Be a diplomat for the company 205

End game 207

Author

Richard Templar is the author of the international bestseller Rules of Work. Richard’s later career has included both senior managerial roles in different sectors and starting up businesses. His managerial experiences have been dissected and analysed enabling him to pick out the secret rules that separate the brilliant managers from the average and the downright poor.

Reviews

“…a noble attempt to cut through this complexity and distil it down to some simple, memorable axioms… Could serve as a wake up reminder to a manager caught in the drama and complexity of a difficult managerial situations.”

Management Today

“As a writer, he has a literary charisma that jumps off the pages and is sure to win round the hardest of rule breakers with its sheer hilarity. Whether your a manager yourself or have one, Templar’s advice is relevant to all who work with people or deal with customers” – Accounting Technician


Richard Templar

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