The Essentials of Good Management
This material was compiled by my friend and
sometime mentor, Tony Rodolakis. Tony was V. P. Risk Management at
- A plan puts you in charge of your energies and activities.
prepared - Inadequate preparation
produces inadequate results.
your own associates - 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, Teach - Be a teacher and hero.
Be a success.
private communication - Give quality
time/instruction to most trusted aides.
authority - Know the extent of your
authority and practice it.
absolutes - Teach the right way,
insist on the right way, be an example of the right way to do
your timing - 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.
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.
from it all - Take your vacations.
Real ones in which you get away from work.
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test your staff - Give them specific
tasks, and then let them go do them.
good 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.
little humility - Don't fall into the
trap of arrogance. Not only is it unseemly, it is bad
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.
touch with real people - They are your customers
responsive - Return phone calls and
answer correspondence promptly.
neglect public speaking - Use it as a platform to
inspire and inform.
losses - Don't let pride or
stubbornness keep you in a market, product or alliance that is not going
to work out.
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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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
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 corporate
fruit inspector - 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.
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
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.
of the children - Create a climate of
balance where employees are encouraged to spend quality time with their
taxes - Don't pay any more than
you have to. But pay all that you owe. Get the best tax advice
results speak for you - Tell what you have
done, not what you think of yourself. Let your record speak for
inspirational leader - Be a cheerleader as
well as a coach.
productivity - 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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to serve two masters - No one is happy. The
job is done poorly - if at all.
calm in the storm - 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.
disputes quickly - 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.
the troops - It will make them
constantly - 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
narrow path - 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.
families - Genuinely care about
the lives of your employees outside the company.
for tough times - 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.
for your employees - When you stand up for
your people, you are building loyalty and camaraderie while also
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.
for your successors - Recognize that you
will, sooner or later, move on. Have a plan in place to deal with
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