Essential Rules from Richard Templar (Collection) > The Rules of Management: A Definitive Code for Managerial Success, Expanded Edition > Adopt Minimalism as a Management Style - Pg. : Safari Books Online

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Essential Rules from Richard Templar (Collection)

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Contents

Table of Contents

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

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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Help

Rule 66. Adopt Minimalism as a Management Style

Minimalism means not issuing lengthy reports. It means not issuing memos every 20 minutes. It means keeping rules to the minimum^[*] and letting people get on with their jobs. It means mission statements that make sense, are clear and easy to understand and are simple. It means management where managers use professionals and let them get on with their tasks in peace and quiet. It means managers who are secure in themselves and don’t need to score points, bully, or interfere.

^[*] No, not these Rules, I mean the petty ones—you have to wear a tie, you have to have one doughnut, not two at coffee time, you have to address senior management as Mr./Mrs. X and not use their first names, you have to park within the lines, you have to wear sensible shoes, you have to...you know what I mean.

Minimalist management is all about getting more by doing less. Yes, sure you have to be the boss, but it’s more like steering a big ship—the tiniest touch of the wheel is enough. You swing that wheel violently from side to side and you’re off course in an instant.

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