SECTION TWO - MANAGEMENT GUIDELINES
Good leaders are visible, active and leave others
feeling more motivated (strategic actors).
Managers don’t do things themselves, but rather
through others. Plan to delegate everything you re currently doing or
Lead by example.
You set the pace for everyone else; don’t settle
Develop at least one distinctive competence that
you do better than anyone else.
Visibility and giving time are motivating.
Manage By Wondering Around (MBWA); the oil that
makes it all happen.
Ask five levels of questions and listen acceptingly
to get information.
Invest in “time management” and interpersonal
skills to control the job and not the reverse.
Avoid procrastination by “swiss cheesing” big
Write plans and small components for 1 or 2 big
Real time To-DO lists for all functional
Instill a sense of can-do and urgency in stretch
Creative use of deadlines, but not at the expense
of quality and mastery.
Measure and communicate any positive progress. Good
news vehicles - crediting statements, meetings and newsletters.
Things get done. Same old complaints stop.
Responsibilities are identified. Positive momentum
and spirit start to build.
Continued growth, stimulation and excitements; ruts
and boredom are dissolved.
Start upward spirals.
Be careful to avoid
thoughtlessness and belief in quick fixes.
For troops - be a pathfinder; a solution planner;
create measuring and reward systems; set guiding values, then get out of the
Troops work 140% hard and 80% smart, but learn from
small mistakes. Company pays a “tuition expense” for these lessons.
Management free to spend more time penetrating new
areas and keeping growth going.
Reform egotistical, workaholic managers. Glory
hounds harm the team output.
Don’t be: a maintainer; functional micro-decision
maker; or a victim of reverse delegation.
Be a motivating and trustworthy communicator:
Regardless of your job, be a salesman selling
Stay in touch continually with the most influential
Always think of the future significance of what you
say or contract for.
Never say anything about a person that you wouldn’t
say to their face.
Don’t lie. Keep quiet at least.
Don’t tell secrets. There are no secrets.
Keep promises - and those that others think you
made. Trust is the miracle currency for progress.
Be a winner - smile when you win and when you lose.
Don’t be defensive.
Communicate values to the troops many ways.
Written; signs; sermons; case discussions.
Goal: to instill guidelines that channel energy and
Instill relevancy, enthusiasm and fun into the
workplace; it must be more than a job (see Personnel - High Performance
Develop “Ideal Coach” attributes and be a good
“programmer” of winning skills.
Interpersonal management skills.
Rule of 5 - 7 and 1 - 10.
at “leadership core skills”.
with employees, customers and suppliers using measurable, objective standards.
Always look for (+) pie-growing, multiple-win solutions.
Read “Getting To Yes”. (Search for it on
Be considered fair and firm.
Build loyalty, trust, partnership spirit and
problems as well as defusing the background history and emotion (e.g.: an
emotional customer with a small problem).
Be whole brained in outlook and thinking. Remember the
importance of image, ceremonies, customers and other emotionally-packed or
Be flexible, open-minded, cool and a good listener.
There are lots of OK answers, if employees own them and act. “Guidelines”
Check the facts with other sources if possible
before decisive actions. Don’t make decisions until you have to.
Look for “system solutions” that kill several birds
with one stone.
bi-focal and know where the basket is.
02. Look for
four-way win economics for stakeholders.
the dimensions of: merit; equality; humanity; and behavior.
Make decisions in the “heads-up and action”,
opportunity stage; not the heads-down and reactive”, danger stage: or worse -
the “heads-down and in-action”, crisis stage. Lots of small adjustments grow
people and organizations better than big, costly, reactive, critical
Have a judgment, experience, good guidelines and a
desire to be an artist, not a scientific manager. Have a sense of rhythm and
courage and self-confidence (incremental G.F.I. factor) to:
Initiate change when things are fine.
Stick to values in tough times.
Hire people better than you.
Be an innovative subordinate and ensnare boss in
Deal with mistakes; the acid test for good
Make an authentic “one minute apology”.
14. No one is
smart enough to run a company anymore. Employees will run
themselves more and more.
Balance decentralization VS. Balkanization
Invest in guideline training.
Create a high performance environment that induces
following (15-23) are influenced by “The Tao Of Leadership” by John Heider.
15. Love and
the balance of all methods are the two greatest keys to leading.
16. Give up
ego, selfishness and your desires in order to:
Secure others’ desires.
Enable others growth.
Teach so that the message isn’t out-shined by ego.
T out-shined by ego.
Don’t go for your successes, but others.
17. Turn every
negative into a positive. Conflict into a creative option. A problem into an
opportunity. A mistake to a lesson. A trying experience into patience. An
unattractive person into a negative role-model of what not to be.
18. Be a
student of natural processes:
To identify emerging opportunities.
To teach sufficient enlightenment not the
complex theories of “hyper-trophied, left-brained, articulate incompetents.”
Too much enlightenment is confusing and
Examples: life cycle; human passages; economic
cycles; mastering a skill.
If humans are to do it; it must be systematized and
situational and generally fading with involvement.
At start - plants the sapling carefully.
In the middle - facilitate growth indirectly with
At the end - be happy with their final state; it
never is what you originally envisioned.
Trying to control anyone who has taken root usually
people a bit; otherwise, you can’t rush their growth process faster.
Show them the clearest path.
Coach them on necessary skills
They must grow up themselves and in spite of
Pushing too hard harms progress and motivation in
expertise or phony anything is neurotic. Say, “I don’t know; what do your
think?” - these are great motivators.
Shed light on the consequences to specific actions
and make them responsible.
Harsh intervention: shows emotional bias and
investment on your part; increases bad judgments; and causes withdrawal and
hostility by others.
or sensationalism is not teaching. Passing the rules of 5 to 7 and 1 to 10 with
patience and discipline is teaching.
SECTION TWO - MANAGEMENT GUIDELINES