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Rules of Management, Expanded Edition, The: A Definitive Code for Managerial Success

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Rules of Management, Expanded Edition, The: A Definitive Code for Managerial Success

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  • Copyright 2011
  • Dimensions: 5-7/16" x 8-1/2"
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-273315-3
  • ISBN-13: 978-0-13-273315-1

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.

Sample Content

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


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