Essentials of Good Management
This material was compiled by my
friend and sometime mentor, Tony Rodolakis. He is V. P. Risk Management at
Have a plan - A plan puts you in charge of
your energies and activities.
Be prepared - Inadequate preparation
produces inadequate results.
Choose your own
- Surround yourself with people that you know and can trust.
To fill a key
spot, pull out all the stops - Don't let normal constraints get in the way.
Teach - Be
a teacher and hero. Be a success.
private communication - Give quality time/instruction to most trusted aides.
- Know the extent of your authority and practice it.
- Teach the right way, insist on the right way, be an example of the right
way to do business.
Can maximize impact of activities and events.
corruption immediately - Gather facts, then act. Don't put it off. Get it over
with and move on.
Don't sugarcoat - Let your associates know
exactly what lies ahead for them. Don't over commit. Don't promise what you
cannot deliver. Be honest and realistic.
Get away from
it all -
Take your vacations. Real ones in which you get away from work.
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Field test your
Give them specific tasks, and then let them go do them.
public relations - Tell your story and that of the company's well and timely.
logistical support - Don't get trapped into handling small details. Be free to do the
things that only you can do and count the most.
Learn a little
Don't fall into the trap of arrogance. Not only is it unseemly, it is bad
Share the glory - Praise those who work for
you. Do it publicly. Give credit where it is due.
"thanks" - In business and in life, it is impossible to say "thank
you" too many times.
Stay in touch
with real people - They are your customers and employees.
Be responsive - Return phone calls and answer
public speaking - Use it as a platform to inspire and inform.
Cut your losses - Don't let pride or
stubbornness keep you in a market, product or alliance that is not going to
Learn how to
correct subordinates - Correction is generally reserved for those you care about and
respect the most.
sycophants (yes men) - You need to be the kind of leader who appreciates and rewards
those who will tell you the truth no matter how distasteful that truth might
be. An executive is only as good as the information he has - good and bad.
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Be a servant - The surest way to success for
a business executive is to put his employees and customers first-in effect,
to become a servant to them and meeting their needs.
position jockeying - A good manager, a successful one, will always know who is
producing and who is only talking about producing. Be wary of employees who
are merely positioning themselves for advancement rather than advancing the
Be a fruit
- Every good tree bears good fruit, but a bad tree bears bad fruit. When
hiring, look long and hard at the results the person has produced.
Stop Worrying - There is a world of
difference between planning and worrying. Planning and paying attention to
details are positive activities because we can make positive things happen.
Worrying, however, is useless fretting over things we have no control and
produces no positive results.
grandstand plays - Business people are often tempted by the grandstand play, usually
to inflate an already oversized ego.
Be fair to all,
generous where appropriate - Don't be concerned about rewarding one person, only
because of what others might think. Be fair to all. Be generous where
generosity is merited.
Be a risk taker - As corporate managers
entrusted with our stockholders' assets, our job is not to preserve capital
but to grow it. This means investing in new products, new markets and new
people. Taking prudent risks.
Take care of
- Create a climate of balance where employees are encouraged to spend quality
time with their children.
Pay your taxes - Don't pay any more than you
have to. But pay all that you owe. Get the best tax advice available.
results speak for you - Tell what you have done, not what you think of
yourself. Let your record speak for you.
inspirational leader - Be a cheerleader as well as a coach.
- As managers entrusted with the health of an enterprise, we must constantly
cut and prune. People, departments and branches that are not productive must
be cut away. This should never be done in a casual or cavalier manner,
however, as the people involved should always be seen as important but must
be evaluated by their productivity.
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Don't try to
serve two masters - No one is happy. The job is done poorly - if at all.
Remain calm in
- Regardless of the crisis, recognize the need for calm and try to plan for
tough times. Being calm does not mean being detached. You can be calm and
still be fully engaged and actively involved.
One attribute of an effective leader is the ability to be a peacemaker; to be
a catalyst for reconciliation. Disputes within a company are usually more
harmful than those between companies.
Eat with the
It will make them better soldiers.
- Make sure those working for you understand both the company's goals and the
methods to reach those goals. Do this by asking questions and constantly
Take the narrow
Success in business almost always comes from differentiating what you make or
what you do from your competitors. Find ways to set yourself apart in
positive ways from other employees.
Serve families - Genuinely care about the
lives of your employees outside the company.
- In business, it is necessary to prepare for both the general tough times
and the specific periods of crisis that are likely to come. Both a crisis
plan and general damage control plan need to be in place.
Stand up for
- When you stand up for your people, you are building loyalty and camaraderie
while also defending yourself.
Set priorities - Paying constant attention to
priorities is the way to success. Remain focused. A universal number-one
priority for all companies should be servicing customers and employees.
your successors - Recognize that you will, sooner or later, move on. Have a plan in
place to deal with it.
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