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.
