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

The Rules of Management:  They're surprisingly easy to learn and live by. Now, author Richard Templar has brought them all together in one place: the quick, irreverent The Rules of Management: A Definitive Code for Managerial Success. Templar covers everything from setting realistic targets to holding effective meetings; finding the right people to inspiring loyalty. Learn when and how to let your employees think they know more than you (even if they don't)--and recognize when they really do! Discover how to adapt your management style to each team member, create your own game plan for success, cope with stress, stay healthy, and take charge, as if you were born to manage! The first edition of The Rules of Management became a global phenomenon, topping bestseller charts around the word. This new, even better edition contains 10 brand-new rules to take you further, faster.

Table of Contents:
Part I  Managing Your Team     1 1 Get Them Emotionally Involved     4 2 Know What a Team Is and How It Works     6 3 Set Realistic Targets—No, Really Realistic     8 4 Hold Effective Meetings     10 5 …No, Really Effective     12 6 Make Meetings Fun     14 7 Make Your Team Better Than You     16 8 Know Your Own Importance     18 9 Set Your Boundaries     20 10 Be Ready to Prune     22 11 Offload as Much as You Can—or Dare     24 12 Let Them Make Mistakes     26 13 Accept Their Limitations     28 14 Encourage People     30 15 Be Very, Very Good at Finding the Right People     32 16 Hire Raw Talent     34 17 Take the Rap     36 18 Give Credit to the Team When It Deserves It     38 19 Get the Best Resources for Your Team     40 20 Celebrate     42 21 Keep Track of Everything You Do and Say     44 22 Be Sensitive to Friction     46 23 Create a Good Atmosphere     48 24 Inspire Loyalty and Team Spirit     50 25 Have and Show Trust in Your Staff     52 26 Respect Individual Differences     54 27 Listen to Ideas from Others     56 28 Adapt Your Style to Each Team Member     58 29 Let Them Think They Know More Than You (Even if They Don’t)     60 30 Don’t Always Have to Have the Last Word     62 31 Understand the Roles of Others     64 32 Ensure People Know Exactly What Is Expected of Them     66 33 Have Clear Expectations     68 34 Use Positive Reinforcement Motivation     70 35 Don’t Try Justifying Stupid Systems     72 36 Be Ready to Say Yes     74 37 Train Them to Bring You Solutions, Not Problems     76 Part II  Managing Yourself     79 38 Work Hard     82 39 Set the Standard     84 40 Enjoy Yourself     86 41 Don’t Let It Get to You     88 42 Know What You Are Supposed to Be Doing     90 43 Know What You Are Actually Doing     92 44 Value Your Time     94 45 Be Proactive, Not Reactive     96 46 Be Consistent     98 47 Set Realistic Targets for Yourself—No, Really Realistic     100 48 Have a Game Plan, but Keep It Secret     102 49 Get Rid of Superfluous Rules     104 50 Learn from Your Mistakes     106 51 Be Ready to Unlearn—What Works, Changes     108 52 Cut the Crap—Prioritize     110 53 Cultivate Those in the Know     112 54 Know When to Kick the Door Shut     114 55 Fill Your Time Productively and Profitably     116 56 Have a Plan B and a Plan C     118 57 Capitalize on Chance—Be Lucky, but Never Admit It     120 58 Recognize When You’re Stressed     122 59 Manage Your Health     124 60 Be Prepared for the Pain and Pleasure     126 61 Face the Future     128 62 Head Up, Not Head Down     130 63 See the Forest and the Trees     132 64 Know When to Let Go     134 65 Be Decisive, Even if It Means Being Wrong Sometimes     136 66 Adopt Minimalism as a Management Style     138 67 Visualize Your Plaque     140 68 Have Principles and Stick to Them     142 69 Follow Your Intuition     144 70 Be Creative     146 71 Don’t Stagnate     148 72 Be Flexible and Ready to Move On     150 73 Remember the Object of the Exercise     152 74 Remember That None of Us Has to Be Here     154 75 Go Home     156 76 Keep Learning—Especially from the Opposition     158 77 Be Passionate and Bold     160 78 Plan for the Worst, but Hope for the Best     162 79 Let the Company See You Are on Its Side     164 80 Don’t Bad-Mouth Your Boss     166 81 Don’t Bad-Mouth Your Team     168 82 Accept that Some Things Bosses Tell You to Do Will Be Wrong     170 83 Accept That Bosses Are as Scared as You Are at Times     172 84 Avoid Straitjacket Thinking     174 85 Act and Talk as if One of Them     176 86 If in Doubt, Ask Questions     178 87 Show You Understand the Viewpoint of Underlings and Overlings     180 88 Add Value     182 89 Don’t Back Down—Be Prepared to Stand Your Ground     184 90 Don’t Play Politics     186 91 Don’t Criticize Other Managers     188 92 Share What You Know     190 93 Don’t Intimidate     192 94 Be Above Interdepartmental Warfare     194 95 Show That You’ll Fight to the Death for Your Team     196 96 Aim for Respect Rather Than Being Liked     198 97 Do One or Two Things Well and Avoid the Rest     200 98 Seek Feedback on Your Performance     202 99 Maintain Good Relationships and Friendships     204 100 Build Respect—Both Ways—Between You and Your Customers     206 101 Go the Extra Mile for Your Customers     208 102 Be Aware of Your Responsibilities     210 103 Be Straight at All Times and Speak the Truth     212 104 Don’t Cut Corners—You’ll Get Discovered     214 105 Find the Right Sounding Board     216 106 Be in Command and Take Charge     218 107 Be a Diplomat for the Company     220 End Game     222

About the Author :
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.