The Rules of Management, Expanded Edition A Definitive Code for Managerial Success

by Templar, Richard

• ISBN13: 9780132733106
• ISBN10: 0132733102
• Edition: 1st
• Format: Paperback
• Copyright: 2011-05-06
• Publisher: Ft Pr

Summary

You're a manager. You're expected to be a leader, innovator, magician, dynamic motivator, stern but fair judge, diplomat, politician, therapist, financial wizard, warrior, and saint. For some people, it's a breeze. What do they know that everyone else doesn't? The rules of management: rules for managing your team and managing yourself. Now, Richard Templar's brought them all together in this expanded edition.

Author Biography

Richard Templar (U.K.) is an astute observer of human behavior and understands what makes the difference between those of us who effortlessly glide toward success and those of us who struggle against the tide. He has distilled these observations into his Rules titles. More than 1.3 million people around the world have enjoyed and now play by Richard Templar's Rules.

Table of Contents

Managing Your Team	p. 1
Get Them Emotionally Involved	p. 4
Know What a Team Is and How It Works	p. 6
Set Realistic Targets-No, Really Realistic	p. 8
Hold Effective Meetings…	p. 10
…No, Really Effective	p. 12
Make Meetings Fun	p. 14
Make Your Team Better Than You	p. 16
Know Your Own Importance	p. 18
Set Your Boundaries	p. 20
Be Ready to Prune	p. 22
Offload as Much as You Can-or Dare	p. 24
Let Them Make Mistakes	p. 26
Accept Their Limitations	p. 28
Encourage People	p. 30
Be Very, Very Good at Finding the Right People	p. 32
Hire Raw Talent	p. 34
Take the Rap	p. 36
Give Credit to the Team When It Deserves It	p. 38
Get the Best Resources for Your Team	p. 40
Celebrate	p. 42
Keep Track of Everything You Do and Say	p. 44
Be Sensitive to Friction	p. 46
Create a Good Atmosphere	p. 48
Inspire Loyalty and Team Spirit	p. 50
Have and Show Trust in Your Staff	p. 52
Respect Individual Differences	p. 54
Listen to Ideas from Others	p. 56
Adapt Your Style to Each Team Member	p. 58
Let Them Think They Know More Than You (Even if They Don't)	p. 60
Don't Always Have to Have the Last Word	p. 62
Understand the Roles of Others	p. 64
Ensure People Know Exactly What Is Expected of Them	p. 66
Have Clear Expectations	p. 68
Use Positive Reinforcement Motivation	p. 70
Don't Try Justifying Stupid Systems	p. 72
Be Ready to Say Yes	p. 74
Train Them to Bring You Solutions, Not Problems	p. 76
Managing Yourself	p. 79
Work Hard	p. 82
Set the Standard	p. 84
Enjoy Yourself	p. 86
Don't Let It Get to You	p. 88
Know What You Are Supposed to Be Doing	p. 90
Know What You Are Actually Doing	p. 92
Value Your Time	p. 94
Be Proactive, Not Reactive	p. 96
Be Consistent	p. 98
Set Realistic Targets for Yourself-No, Really Realistic	p. 100
Have a Game Plan, but Keep It Secret	p. 102
Get Rid of Superfluous Rules	p. 104
Learn from Your Mistakes	p. 106
Be Ready to Unlearn-What Works, Changes	p. 108
Cut the Crap-Prioritize	p. 110
Cultivate Those in the Know	p. 112
Know When to Kick the Door Shut	p. 114
Fill Your Time Productively and Profitably	p. 116
Have a Plan B and a Plan C	p. 118
Capitalize on Chance-Be Lucky, but Never Admit It	p. 120
Recognize When You're Stressed	p. 122
Manage Your Health	p. 124
Be Prepared for the Pain and Pleasure	p. 126
Face the Future	p. 128
Head Up, Not Head Down	p. 130
See the Forest and the Trees	p. 132
Know When to Let Go	p. 134
Be Decisive, Even if It Means Being Wrong Sometimes	p. 136
Adopt Minimalism as a Management Style	p. 138
Visualize Your Plaque	p. 140
Have Principles and Stick to Them	p. 142
Follow Your Intuition	p. 144
Be Creative	p. 146
Don't Stagnate	p. 148
Be Flexible and Ready to Move On	p. 150
Remember the Object of the Exercise	p. 152
Remember That None of Us Has to Be Here	p. 154
Go Home	p. 156
Keep Learning-Especially from the Opposition	p. 158
Be Passionate and Bold	p. 160
Plan for the Worst, but Hope for the Best	p. 162
Let the Company See You Are on Its Side	p. 164
Don't Bad-Mouth Your Boss	p. 166
Don't Bad-Mouth Your Team	p. 168
Accept that Some Things Bosses Tell You to Do Will Be Wrong	p. 170
Accept That Bosses Are as Scared as You Are at Times	p. 172
Avoid Straitjacket Thinking	p. 174
Act and Talk as if One of Them	p. 176
If in Doubt, Ask Questions	p. 178
Show You Understand the Viewpoint of Underlings and Overlings	p. 180
Add Value	p. 182
Don't Back Down-Be Prepared to Stand Your Ground	p. 184
Don't Play Politics	p. 186
Don't Criticize Other Managers	p. 188
Share What You Know	p. 190
Don't Intimidate	p. 192
Be Above Interdepartmental Warfare	p. 194
Show That You'll Fight to the Death for Your Team	p. 196
Aim for Respect Rather Than Being Liked	p. 198
Do One or Two Things Well and Avoid the Rest	p. 200
Seek Feedback on Your Performance	p. 202
Maintain Good Relationships and Friendships	p. 204
Build Respect-Both Ways-Between You and Your Customers	p. 206
Go the Extra Mile for Your Customers	p. 208
Be Aware of Your Responsibilities	p. 210
Be Straight at All Times and Speak the Truth	p. 212
Don't Cut Corners-You'll Get Discovered	p. 214
Find the Right Sounding Board	p. 216
Be in Command and Take Charge	p. 218
Be a Diplomat for the Company	p. 220
End Game	p. 222
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