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

    Rule 25. Have and Show Trust in Your Staff

    You have a computer I take it? OK, it crashes from time to time—that’s a given. You have a car. It breaks down from time to time—that, too, is a given. Now you don’t eye either of these warily, expecting them to let you down, watching them like a hawk in case they show any sign of breaking down, do you? No, of course not. So stop watching your staff like that. They are a tool to getting a job done. They will break down, crash, whatever, from time to time, but we accept their limitations—Rule 13—and we allow them to make mistakes—Rule 12—and we accept that we aren’t managing them but their processes instead.

    And if you can make that move to trusting your staff, you must show them that you are doing exactly that. Trust not only has to be done, but it also has to be seen to be done. Sometimes you’ll have to make a big show of really leaving them alone to get on with it.


      

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