Management tips
L1: Fix the problem, not the blame. It is far more productive, and less expensive, to figure out what to do to fix a problem that has come up than it is to waste time trying to decide whose fault it was.
L2: Tell people what you want, not how to do it. You will find people more responsive and less defensive if you can give them guidance not instructions. You will also see more initiative, more innovation, and more of an ownership attitude from them develop over time.
L3: Manage the function, not the paperwork. Remember that your job is to manage a specific function within the company, whatever that may be. There is a lot of paperwork that goes with the job, but don't let that distract you from your real responsibility.
L4: Don't DO Anything. Your job as a manager is to "plan, organize, control and direct." Don't let yourself waste valuable time by falling back on what you did before you became a manager. We know you enjoy it and you are good at it. That's why you were promoted. Now you need to concentrate your efforts on managing, not on "doing".
L5: You never have to make up for a good start. If a project or a job gets off to a bad start it can be difficult to catch up. Do your planning up front so you get a good start and you won't regret it.
L6: Get out of your office. Management By Walking Around (MBWA) does work. You make yourself more approachable. You get information first-hand. You find out what's really happening.
L7: Lead by example. If you ask your employees to work overtime, be there too. Just because company policy allows it, don't fly first-class if your associates are in coach on the same plane. Be a leader - it's tougher than being a manager, but it's worth it.
L8: Delegate the easy stuff. The things you do well are the things to delegate. Hold on to those that are challenging and difficult. That is how you will grow.
L9: Don't get caught up in 'looking good'. "Work happily together. Don't try to act big. Don't try to get into the good graces of important people, but enjoy the company of ordinary folks. And don't think you know it all. Never pay back evil for evil. Do things in such a way that everyone can see you are honest clear through."
L10: 'Quality' is just conformance to requirements. You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.
L11: Learn from the mistakes of others. You can't live long enough to make them all yourself.
L12: Set S.M.A.R.T. Goals. Goals you set for yourself, or others, should be Specific, Measurable, Achievable, Realistic, and Time-based.
L13: Set an example. "One of the most significant parts of a manger's job is for them to become a positive role model that can pull a team together and deliver the level of service expected from their customers."
L14: Know Your GPM. In engineering, gpm is gallons per minute, a design criterion. In Management GPM is an acronym for Goals, Plans, and Metrics. To achieve your goals, you must first determine what your Goals are. Then you have to develop a Plan that gets you to your goal. Finally you need Metrics (measurements) to know if you are moving toward your goal according to your plan.
L15: Train Your Supervisors. The key to your business success is the productivity of your employees. The key to employee productivity is their perception of their immediate supervisor. Invest in training your supervisors and managers. It will pay off.
L16: You Can't Listen With Your Mouth Open. Your associates, your employees, your suppliers, your customers all have something of value in what they have to say. Listen to the people around you. You will never learn what it is if you drown them out by talking all the time. Remember, the only thing that can come out of your mouth is something you already know. Shut up and learn.
L17: Practice what you preach. To lead, you have to lead by example. Don't expect your people to work unpaid overtime if you leave early every day. Don't book youself into a four star hotel on business trips and expect your employees to stay in the motel off the freeway.
L18: Leaders create change. If you lead, you will cause changes. Be prepared for them and their impact on people within, and outside, your group. If you are not making changes, you are not leading.
L19: Don't Limit Yourself. The difference between leaders and managers is that leaders do not set limits on themselves. There are enough people trying to limit what you can do. Don't be one of them.
L20: Anyone can steer the ship in calm waters. What will set you apart in your career is how you perform during the tough times. Don't become complacent and relax just because things are going well. Plan ahead for the downturn.
L21: You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.
Customer Management
C1: Keeping existing customers is cheaper than finding new ones. Are your sales people calling on your existing customers? Do your customer service people understand the value of keeping these current customers satisfied? Does everyone in the operation know that "customer service" is part of their job too?
#C2: Actively listen. Listen to your customers, your employees, your suppliers, and anyone else who comes in contact with your business. Honestly evaluate what they have to say, without letting your ego get in the way, and you will probably learn something that benefits your business.
#C3: "Doctor" your customers. Everyone wants to think they are special. You can make your customers feel special if you treat them like your family doctor treats you. For the time you are with them, concentrate on them and what they are telling you. Exclude everything else for that period of time.
#C4: It's the Customer, Stupid. To paraphrase that popular, and successful, quote from Bill Clinton's 1992 campaign: The single most important aspect of your business is your customers. Make sure your entire team understands that - and acts like they understand it.
#C5: Follow Through on Sales Promises. Don't let your sales people make promises the company can't meet. If they tell a customer they can have 100 gross of widgets "tomorrow before 10", they better be sure that many are already in the warehouse. Nothing loses customers faster than broken promises.
#C6: Delight the Customer. It is heard a lot, but seldom practiced. Today I saw a production supervisor straighten out a mess and, in the process, calm an irate customer. When I heard her tell them to put two mugs with the company's logo into the package being sent to the customer, I knew she understood what "Delight the Customer" means.
#C7: Keep your focus external. Stay focused outside your company so you watch your customers and competitors. Don't get hung up on internal processes and procedures if it keeps you from looking outward.
#C8: Under-promise and over-deliver. This goes beyond the old adage 'don't promise what you can't deliver'. Instead, deliver more than what you promised. It's a good way to build customer rapport - both outside and inside the company.
#C9: Your first obligation is to the customer. Without customers you don't have a business. Treat them with the same respect you expect when you are a customer. Make sure everyone in your organization understands the importance of customer service.
Personal Development
Be on time for ALL your appointments. If you schedule a meeting, set a time to visit with a client, or tell a friend you'll meet them for a working breakfast you have to be there at the time you set or you will lose their respect. If your dispatcher tells a client the serviceman will be there at 1pm, make sure he is. It's just common courtesy, but it will really help your business.
Stop and smell the roses. Believe it or not, you will do a better job with your business if you let your mind wander once in awhile. Take a break. Recharge your internal battery. When you go back to work you will be more creative as well as less stressed.
Be Careful Who You Step On Your Way Up, they will be there on your way down too.
You Are Not Smarter Than Everybody. You may be smarter than anyone, but you are not smarter than everyone. Seek input from the group, and LISTEN to it. You will be surprised at what you can learn.
Get Involved. If you think you are too busy to get involved in civic and charitable activities, you don't know what you are missing. The greatest reward is the personal satisfaction, but you will also make a lot of valuable contacts.
Do Your Homework. Whether it's a proposal to a major client or a meeting with the Shop Steward of a union, you will do better if you are prepared. Collect the facts, think the problem through, talk to the others involved. Take the time to do the "up-front" work and the "downstream " work will be easier and more rewarding.
It's not how hard you work, it's what you get done. Anybody can work hard, and most people do. The really successful people focus on accomplishing results not on effort expended.
Learn from the mistakes of others. You can't live long enough to make them all yourself.
Focus your energies. There are a lot of demands on your time, but your time and energy are limited. Focus on what is important to you and do that first. It is better to do a few key things well than to do lots of things, but none of them well.
Work On Your Weaknesses First. In any position or job you find yourself, there will be things you do well, some you do okay, and some you don't do so well. To improve yourself, and increase your value, work first to improve in those areas that are your weakest.
Dare to Dream. You can't move forward if you are always looking back. You can't find new solutions if you believe 'it can't be done'. Have the courage of your convictions and go after it.
You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.
From Pakistan, Karachi
5L1: Fix the problem, not the blame. It is far more productive, and less expensive, to figure out what to do to fix a problem that has come up than it is to waste time trying to decide whose fault it was.
L2: Tell people what you want, not how to do it. You will find people more responsive and less defensive if you can give them guidance not instructions. You will also see more initiative, more innovation, and more of an ownership attitude from them develop over time.
L3: Manage the function, not the paperwork. Remember that your job is to manage a specific function within the company, whatever that may be. There is a lot of paperwork that goes with the job, but don't let that distract you from your real responsibility.
L4: Don't DO Anything. Your job as a manager is to "plan, organize, control and direct." Don't let yourself waste valuable time by falling back on what you did before you became a manager. We know you enjoy it and you are good at it. That's why you were promoted. Now you need to concentrate your efforts on managing, not on "doing".
L5: You never have to make up for a good start. If a project or a job gets off to a bad start it can be difficult to catch up. Do your planning up front so you get a good start and you won't regret it.
L6: Get out of your office. Management By Walking Around (MBWA) does work. You make yourself more approachable. You get information first-hand. You find out what's really happening.
L7: Lead by example. If you ask your employees to work overtime, be there too. Just because company policy allows it, don't fly first-class if your associates are in coach on the same plane. Be a leader - it's tougher than being a manager, but it's worth it.
L8: Delegate the easy stuff. The things you do well are the things to delegate. Hold on to those that are challenging and difficult. That is how you will grow.
L9: Don't get caught up in 'looking good'. "Work happily together. Don't try to act big. Don't try to get into the good graces of important people, but enjoy the company of ordinary folks. And don't think you know it all. Never pay back evil for evil. Do things in such a way that everyone can see you are honest clear through."
L10: 'Quality' is just conformance to requirements. You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.
L11: Learn from the mistakes of others. You can't live long enough to make them all yourself.
L12: Set S.M.A.R.T. Goals. Goals you set for yourself, or others, should be Specific, Measurable, Achievable, Realistic, and Time-based.
L13: Set an example. "One of the most significant parts of a manger's job is for them to become a positive role model that can pull a team together and deliver the level of service expected from their customers."
L14: Know Your GPM. In engineering, gpm is gallons per minute, a design criterion. In Management GPM is an acronym for Goals, Plans, and Metrics. To achieve your goals, you must first determine what your Goals are. Then you have to develop a Plan that gets you to your goal. Finally you need Metrics (measurements) to know if you are moving toward your goal according to your plan.
L15: Train Your Supervisors. The key to your business success is the productivity of your employees. The key to employee productivity is their perception of their immediate supervisor. Invest in training your supervisors and managers. It will pay off.
L16: You Can't Listen With Your Mouth Open. Your associates, your employees, your suppliers, your customers all have something of value in what they have to say. Listen to the people around you. You will never learn what it is if you drown them out by talking all the time. Remember, the only thing that can come out of your mouth is something you already know. Shut up and learn.
L17: Practice what you preach. To lead, you have to lead by example. Don't expect your people to work unpaid overtime if you leave early every day. Don't book youself into a four star hotel on business trips and expect your employees to stay in the motel off the freeway.
L18: Leaders create change. If you lead, you will cause changes. Be prepared for them and their impact on people within, and outside, your group. If you are not making changes, you are not leading.
L19: Don't Limit Yourself. The difference between leaders and managers is that leaders do not set limits on themselves. There are enough people trying to limit what you can do. Don't be one of them.
L20: Anyone can steer the ship in calm waters. What will set you apart in your career is how you perform during the tough times. Don't become complacent and relax just because things are going well. Plan ahead for the downturn.
L21: You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.
Customer Management
C1: Keeping existing customers is cheaper than finding new ones. Are your sales people calling on your existing customers? Do your customer service people understand the value of keeping these current customers satisfied? Does everyone in the operation know that "customer service" is part of their job too?
#C2: Actively listen. Listen to your customers, your employees, your suppliers, and anyone else who comes in contact with your business. Honestly evaluate what they have to say, without letting your ego get in the way, and you will probably learn something that benefits your business.
#C3: "Doctor" your customers. Everyone wants to think they are special. You can make your customers feel special if you treat them like your family doctor treats you. For the time you are with them, concentrate on them and what they are telling you. Exclude everything else for that period of time.
#C4: It's the Customer, Stupid. To paraphrase that popular, and successful, quote from Bill Clinton's 1992 campaign: The single most important aspect of your business is your customers. Make sure your entire team understands that - and acts like they understand it.
#C5: Follow Through on Sales Promises. Don't let your sales people make promises the company can't meet. If they tell a customer they can have 100 gross of widgets "tomorrow before 10", they better be sure that many are already in the warehouse. Nothing loses customers faster than broken promises.
#C6: Delight the Customer. It is heard a lot, but seldom practiced. Today I saw a production supervisor straighten out a mess and, in the process, calm an irate customer. When I heard her tell them to put two mugs with the company's logo into the package being sent to the customer, I knew she understood what "Delight the Customer" means.
#C7: Keep your focus external. Stay focused outside your company so you watch your customers and competitors. Don't get hung up on internal processes and procedures if it keeps you from looking outward.
#C8: Under-promise and over-deliver. This goes beyond the old adage 'don't promise what you can't deliver'. Instead, deliver more than what you promised. It's a good way to build customer rapport - both outside and inside the company.
#C9: Your first obligation is to the customer. Without customers you don't have a business. Treat them with the same respect you expect when you are a customer. Make sure everyone in your organization understands the importance of customer service.
Personal Development
Be on time for ALL your appointments. If you schedule a meeting, set a time to visit with a client, or tell a friend you'll meet them for a working breakfast you have to be there at the time you set or you will lose their respect. If your dispatcher tells a client the serviceman will be there at 1pm, make sure he is. It's just common courtesy, but it will really help your business.
Stop and smell the roses. Believe it or not, you will do a better job with your business if you let your mind wander once in awhile. Take a break. Recharge your internal battery. When you go back to work you will be more creative as well as less stressed.
Be Careful Who You Step On Your Way Up, they will be there on your way down too.
You Are Not Smarter Than Everybody. You may be smarter than anyone, but you are not smarter than everyone. Seek input from the group, and LISTEN to it. You will be surprised at what you can learn.
Get Involved. If you think you are too busy to get involved in civic and charitable activities, you don't know what you are missing. The greatest reward is the personal satisfaction, but you will also make a lot of valuable contacts.
Do Your Homework. Whether it's a proposal to a major client or a meeting with the Shop Steward of a union, you will do better if you are prepared. Collect the facts, think the problem through, talk to the others involved. Take the time to do the "up-front" work and the "downstream " work will be easier and more rewarding.
It's not how hard you work, it's what you get done. Anybody can work hard, and most people do. The really successful people focus on accomplishing results not on effort expended.
Learn from the mistakes of others. You can't live long enough to make them all yourself.
Focus your energies. There are a lot of demands on your time, but your time and energy are limited. Focus on what is important to you and do that first. It is better to do a few key things well than to do lots of things, but none of them well.
Work On Your Weaknesses First. In any position or job you find yourself, there will be things you do well, some you do okay, and some you don't do so well. To improve yourself, and increase your value, work first to improve in those areas that are your weakest.
Dare to Dream. You can't move forward if you are always looking back. You can't find new solutions if you believe 'it can't be done'. Have the courage of your convictions and go after it.
You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.
From Pakistan, Karachi
Hi,
They are all no doubt a very good tips. I keep hearing 2 opposite views on one of the tip. That is Improving the weakness first. Some say Strengthen your strengths and hire your team members to complement your weaknesses. At the same time I feel when people reach important positions one weakness also may pull them down which they can't afford. Please reflect on it.
Regards,
Vani
From India, Pune
They are all no doubt a very good tips. I keep hearing 2 opposite views on one of the tip. That is Improving the weakness first. Some say Strengthen your strengths and hire your team members to complement your weaknesses. At the same time I feel when people reach important positions one weakness also may pull them down which they can't afford. Please reflect on it.
Regards,
Vani
From India, Pune
With regad to teh stregth and weakness comment - my 2 paise worth thoughts:
1. U wont win on ur weakness - u can only win on ur strengths. So try to mitigate the loses caused by ur weaknesses and hire ppl who can complemnet for ur weakness
2. Wher there are peaks there are bound to be valleys - no Manager, leader... even God isnt perfect, everyone is the world has weaknesses - Bill Gates, Narayan Murthy, Mahatma Gandhi..... Ayn Rand and Dale Carnegie - both died witha little more lunatic then they were born......No perfect ppl
1. U wont win on ur weakness - u can only win on ur strengths. So try to mitigate the loses caused by ur weaknesses and hire ppl who can complemnet for ur weakness
2. Wher there are peaks there are bound to be valleys - no Manager, leader... even God isnt perfect, everyone is the world has weaknesses - Bill Gates, Narayan Murthy, Mahatma Gandhi..... Ayn Rand and Dale Carnegie - both died witha little more lunatic then they were born......No perfect ppl
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