THE RULES OF MANAGEMENT

THE RULES OF MANAGEMENT

INTRODUCTION

The Harvard business School defines:
- A manager who someone gets result through other people.
The great management consultant Peter Decker says:
- A manager is someone who has the responsibility to plan, execute and monitor,
While the Australian Institute of Management definition of manager is :
- A persons who ‘plans, leads, organizes, delegates, controls, evaluates and budgets in order to achieve an outcome.
As manager you are expected to be a lot of things,
- A tower of strength,
- A leader of innovator,
- A magician (conjuring up pay rises, resources and extra staff at the drop of a hat),
- A kindly uncle/aunt,
- A shoulder to cry on,
- A dynamic motivator,
- A stern but fair judge,
- A diplomat,
- A politician,
- A financial wizard (no, this is quite different from being a magician),
- A protector,
- A savior,
- A saint.
“You are responsible for a whole gang of people that you probably didn’t pick, may not like, might have nothing in common with and who perhaps won’t like you much.”
“As manager you are also expected to be a buffer zone between higher management and your staff.”
“You are responsible:
not only people but, also for; budgets, disciple, communications, efficiency, legal matters, union matters, health and safety matters, personal matters, pensions, sick pay, maternity leave, paternity leave, holidays, time off, time out, time sheets, whip-rounds and leaving present, rotas, industry standard, fire drills, first aids, fresh air, heating, plumbing, parking spaces, lighting, stationery, resources, and tea coffees.
AND YOU WILL HAVE TO FIGHT OTHER DEPARTMENT, OTHER TEAM, CLIENTS, SENIOR BOSSES, SENIOR MANAGEMENT, THE BOARD, SHAREHOLDERS AND THE ACCOUNTS DEPARTMENT.
You are also expected to set standards. This means you are going to have to an on time, up-front, smartly dressed, hard working, industrious, late staying, early-rising, detached, responsible, caring, knowledgeable, above-reproach juggler.
“SOON WE’LL HAVE YOU LOOKING COOL AND RELAXED, CONFIDENT AND ASSERTIVE, IN CHARGE, IN CONTROL, ON TOP OF THINGS AND MANAGING MARVELLOUSLY.”

PART 1

MANAGING YOUR TEAM.


PEOPLE CAN MANAGE THEMSELVES IF YOU LET THEM.
WHAT YOU NEED TO BE CONCENTRATING ON IS THE REAL JOB OF MANAGEMENT - THE STRATEGY.
RULES 1;
Get them emotionally involved.
“Work for something because it is good, not because it stands a chance to succeed.”
“Get them convinced because it is true of course – that what they do make a difference.”
RULES 2;
Know what a team is and how it works.
“Gettin’ good players is easy. Gettin’ ‘em to play together is the hard part.”
“A team doesn’t pull together well when each individual member focuses on their own target.”
RULES 3;
Set realistic targets – no, really realistic.
“Let’s make a dent in the universe.”
“Keep feeding the problem back to your bosses.
RULES 4;
Hold effective meeting – no, really effective.
“The ideas that come out of most brainstorming sessions are usually superficial, trivial, and not very original. They are rarely useful. The procses, however, seems to make uncreative people feel that they are making innovative constributions and that others are listening to them.”
“Decide in advance what the objective of the meeting is and make sure you meet sure you meet that objective.”
“Start all meetings on time never wait for anyone.”
RULES 5;
Make meeting fun.
“Don’t tell me you lost sense of humour already.”
“The old ways of doing meetings has to stop and you’re the very person to do the stopping.”
RULES 6;
Make your team better than you.
“It is one of the strength ironies of this strange life (that) those who work the hardest, who subject themselves to strictest discipline, who give up certain pleasurable things in order to achieve a goal, are the happiest people.”
“Once you’ve built a good team it gets in the habit of having you as the manager.”
RULES 7;
Set your boundaries.
“It is unfortunate we can’t buy many business executives for what they are worth and sell them for what they are worth.”
“The good thing with zero tolerance is you have a finite line – a yardstick by which you can judge everything.”
RULES 8;
Be ready to prune.
“No one can take the symphony. It takes an orchestra to play it.”
“Their report says they are tone deaf and should never have the orchestra in the first place.”
RULES 9;
Offload as much as you can – or dare.
“If it feel painful and scary – that’s real delegation.”
“Build your team then trust them to get on with it.”
RULES 10;
Let them make mistake.
“A boss fixes blame, a manager fixes mistakes.”
“Tell me and I’ll remember for an hour; show me and I’ll remember for a day; but let them do it and I’ll remember for ever.”
RULES 11;
Accept their limitations.
“Making mistakes simply means you are learning faster.”
“If we were all the same wouldn’t be able to work as a team – we would all be leaders or all followers.”
RULES 12;
Encourage people.
“A group becomes a team when each member is sure of himself and his contribution to praise the skills of the others.”
“Tell them they’re going to do good before they’ve done it.”
RULES 13;
Be very, very good at finding the right people.
“The best executive is one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”
“You have to good at finding the right people to fill the right job – and then leave them to get on with it.”
RULES 14;
Take the rap.
“The leader who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’, they think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets credit……..This is what creates trust, what enables you to get the task done.”
“It’s easy to use your team as an excuse, but it won’t it wash.”
RULES 15;
Give credit to them when it deserves it.
“It is amazing how much you can accomplish if you do care gets the credits.”
“Without that them you would have rubbish to sell.”
RULES 16;
Get the best resources for your team.
“A clear vision, backed by definite plans, gives you a tremendous feeling of confidence and personal power.”
“Get your team the best, the very, very best, and then let it get on with its job.”
RULES 17;
Celebrate.
“If people are coming to work excited……… if they’re making mistakes freely and fearlessly …if they’ve having fun ……….if they’re concentrating on doing things, rather than preparing – then somewhere you have leaders.”
“Why shouldn’t I reward them? Just because we failed doesn’t mean we didn’t strive.”
RULES 18;
Keep track of everything you do and say.
“Watch your thought, they become words.
Watch your words, they become actions.
Watch your actions, they become habits,
Watch your habits, they become characters,
Watch your character, it become your destiny.”
“The better a manager you are, the more information you need to keep.”
RULES 19;
Be sensitive to friction.
“My job is secure. No one else wants it.”
“You mustn’t be seen to taking sides. You must be seen to be taking swift and resolute action.”
RULES 20;
Create a good atmosphere.
“Courtesies of small and trivial character are ones which strike deepest in grateful and appreciating heart.”
“Without them you are nothing. With them you are a team.”
RULES 21;
Inspire loyalty and team spirit.
“You can always find reasons to work. There will always be one more thing to do. But when people don’t take time out, they stop being productive. They stop being happy, and that affects the morale of everyone around them.”
“Changes are you are seeing more of your team than you are of your family.
RULES 22;
Fight for your team.
“It’s very difficult job and the only way through it is we all work together as a team. And that means you do everything I say.”
“First build your team, then build your case, and then you can go and demand better and bigger.”
RULES 23;
Have and show trust in your staff.
“It is happier to be sometimes cheated than not to trust.”
“You show them that you trust them by backing off, leaving them alone to get on with the job.”
RULES 24;
Respect individual differences.
“We are dedicated to promoting a culture of respect, which values diversity and fosters an appreciation for the rights and individual differences of others.”
“Differences are what make a good team pull together effectively.”
RULES 25;
Listens to ideas from other.
“When people talk, listen completely. Most people never listen.”
“Talk to them, get their feedback, their ideas, their creavity.”
RULES 26;
Adapt your style to team member.
“You are unique, you have specific skills that address your organizations perceived needs and attracted its leaders to hire you. You also have a style of working with others that most likely has become an established pattern in your life. To the extent that your style of doing things fulfils the needs of the organization and its members, you will be successful.”
“You have to be sensitive to your team’s individuality and work with it.”
RULES 27;
Let them think they know more than you (even if they don’t)
“Of course I don’t look busy, I did it right the first time.”
“Encourage them to keep learning and waning to know more.”
RULES 28;
Don’t always have to have the last word.
“Everyone should be quick to listen, slow to speak and slow to become angry.”
RULES 29;
Understand the roles of others.
‘The problem is that we don’t educate staff in the ‘bigger picture’. In the case, that bigger picture relates to what other people do, their various expertise, and the relationship of the employee’s to each other.”
“You don’t need to be able to do a role as well as your team member does – that’s what you pay them for.”
RULES 30;
Ensure people know exactly what is expected of them.
“It certainly sounds simple enough – just tell people what you want them to do so they can get on with the work. Unfortunately, all too often people are told to get on with it without knowing what is expected of them. They come out of large group announcement has to do with them.”
“Let them know right from the off what is expected of them.”
RULES 31;
Use positive reinforcement motivation.
“So, why should a manager change? Simply because results will get much better, if he or she does it right. People make conscious choices to contribute more of what they have to give in support of organizational objectives. What is there to not like about that?”
When you praise people, make it simple.”
RULES 32;
Don’t try justifying stupid systems.
“Forcing a given team to adopt an approach that they don’t believe in, either in the language they’re using to crate the system, is a certain recipe (resep) for failure.”
“Don’t try hoodwinking it’s all fab.”
RULES 33;
Be ready to say yes.
“Silicon Valley has developed a’genius’ business model. You find a genius. You build a business around them.”
“If everyone has a new idea each week, that’s a whole big bunch of new ideas by the end of the year.
RULES 34;
Train them to bring you solutions, not problems.
“Bring me solutions, not problem.”
“Any idea that there is something wrong should always be met with, ‘and what would you like me to do about it?”

PART 2

MANAGE YOURSELF.

“IT’S HARD ENOUGH JUST GETTING THROUGH THE DAY WITHOUT TRYING TO IMPROVE AS WELL.”

RULES 35;
Get it done/work hard.
“Genius is 1per cent inspiration, and 99 per cent perspiration.”
“You have to knuckle down and get on with it.”
RULES 36;
Set an example/standard.
“Are you telling me that you built a time machine out a Delorean?”
“You’ve got to give your staff something to aspire to.”
RULES 37;
Enjoy yourself.
“The more I want to get something done, the less I call it work.”
“No one told you that you had to be grave and uptight.
RULES 38;
Don’t let it get to you.
“We have pictures of you so-called mooners. And just because the pictures aren’t of your faces doesn’t mean we can’t identify you. At this very moment those pictures are on their way to Washington where the FBI has experts in this type of identification. If you turn yourselves in now, you may escape a Federal charge.”
RULES 39;
Know what you are supposed to be doing.
“You’ll excuse me, gentlemen. Your business is politics, mine is running a saloon.”
“What’s your priority? What’s the end point? What’s the goal?”
RULES 40;
Know what you are actually doing.
”You can’t sail her just with two men. You’ll never get out of the harbor!”
“If you haven’t got a plan, you don’t have a map.
If you don’t have a map you never find the treasure.”
RULES 41;
Be proactive not reactive.
“The greatest advancement in this century, the light bulb (bola lampu/bohlam), the air plane, and the computer, were created by innovators – people who imagined things that did not exist and ask why. Being an outstanding employee requires a touch of this inventor’s spirit, a determination to persistently strive to create value.”
“Be a shark, keep moving forwards.”
RULES 42;
Be consistent
“I love the business casual look for the way it combines unattractive with unprofessional while diminishing neither.”
RULES 43;
Set realistic targets for yourself – no really realistic.
“Your goals need to be realistic and achievable. If you set unrealistic goals, you are only setting yourself up for the possibility of failure and disappointment.
Larger task should be broken into smaller, more manageable ones. This will make the large project seem less daunting. It will also give you a sense of achievement of completion. When calculating how long you will need to complete the task, leave extra time in case the works longer than expected.”
“This will relieve the time pressure.”
RULES 44;
Have a game plan, but keep it secret.
“Every job is a self-portrait of the person who does it. Autograph your work with excellence.”
“Your game plan should incorporate both long and short-term goals.”
RULES 45;
Get rid of superfluous rules.
“A self-reinforcing upward spiral: performance stimulating pride stimulating performance.”
“Why do we do this? Why do we do it like this?”
RULES 46;
Learn from your mistakes.
“A career setback can be like romance gone bad. If you don’t learn from your mistakes, you’re doomed to repeat them, most likely in your next job. Many professional are so eager to flee a bad job or fearful of being jobless, they jump from one mismatch to the next, just like some people do in their personal relation-ships. If you’ve knocked down but haven’t look at what caused your stumble, you’re setting yourself to fail again.”
“Being manager is an ongoing learning experience.”
RULES 47;
Be ready to unlearn – what works, changes.
“I simply wish to encourage you that, irrespective of what you have learnt in the school, always to be ready to unlearn and relearn. Don’t give up dreaming. If we all dream about a better world, I can guarantee you we’ll get there.”
“Good management is about adapting to change rapidly and skillfully.”
RULES 48;
Cut the crap prioritize.
“We want it. We need it. Must have the precious!”
“No money, no business. No business, no job.”
RULES 49;
Cultivate those in the know.
“There’s no point trying to hide the fact that people know people and that possibly along the line they might well use those connections to ‘further their career”.”
“You need to know who the movers and shakers are – and cultivate them.”
RULES 50;
Know when to kick the door shut.
“No other technique for the conduct of life attaches the individual so firmly to reality as lying emphasis on work; for their work at least gives them a secure place in the human community.”
“There are items when it is physically and psychologically to create a barrier.”
RULES 51;
Fill your time productively and profitably.
“Dance like there’s no one watching; sing like there’s no one listening; love like you’re never been hurt.”
“Don’t stand still read something.”
RULES 52;
Have a Plan B and a Plan C.
“I find it fascinating that most people plan their vacations with better than they plan their lives. Perhaps that is because escape is easier than change.”
“Never assume you’ve got enough time - you haven’t”
RULES 53;
Capitalize on chance – be lucky, but never admit it.
“I am a great believer in luck, and I find the harder I work the more I have of it”
“If you weren’t so good at your job, the luck wouldn’t happen.”
RULES 54;
Recognize when you‘re stressed.
“Opportunity is missed by most people because it comes dressed in overalls and looks like work.”
“Yes, you need excitement, challenge, enthusiasm, exhilaration and stimulation, but you do not need stress.”
RULES 55;
Manage your health
“The recommendation for a healthy heart may one day be exercise, eat right and laugh a few times a day.”
“If you want to live long and prosper, it pays to think now.”
RULES 56;
Be prepared for the pain and pleasure.
“The biggest mistake we could ever make in our lives is to think we work for anybody but ourselves.”
“You have to adjust your expectations so that you don’t”
RULES 57;
Face the future.
“The best thing about the future is that it only comes one day at a time.”
“Resisting change was futile. Only by embracing the change could I survive.
RULES 58;
Head up not head down.
‘It’s butt down head up, not head down butt up – you look like a bug that way.”
“Physically and emotionally (and probably mentally) practice head up.”
RULES 59;
See the wood and the trees.
“Some people can’t see the wood for the trees. I see the wood and the trees and the small village beyond and what’s more I have a flame-thrower.”
“It’s no good concentrating solely on what you do or what your department does.”
RULES 60;
Know when to let go.
“You’ve got to let go, let it go. You’ve got reason to be angry, but try not to let it grow. When you brood on hate and bitterness till that is all you feel.”
You will never have strength to stop the wheel.”
RULES 61;
Be decisive, even if it means being wrong sometimes.
“I don’t know what kind of people you’re used dealing with. Nobody tells me what to do in my place.”
“Better to jump and make a mistake than to sit there too frightened to make a move.”
RULES 62;
Adopt minimalism as a management style.
“Seek honest, minimalist management. Look for companies run by a team that explains things clearly and briefly. I’ll admit, judging management honesty isn’t always so simple. It’s not as if the crooks out there come black masks, striped jump-suits, and carry sacks with dollar sign on them. But you can tell a lot about the firm by reading an annual report or two, readily available. If management can’t explain the business in plain English, move on to another firm. If you see phrases like ‘creathing knowledge – based value in emerging markets’………. Someone is trying to pull the wool over your eyes, you lazy fool. Run.”
“Minimalist management is all about getting more by doing less.”
RULES 63;
Visualize your blue plaque.
“The first official London plaque were erected in 1867 by the Royal Society of Arts at the instigation of William Ewart MP………In total there are about 700 official plaques and most of them are blue with white lettering.”
“How would you like to be remembered?”
RULES 64;
Have principles and stick to them.
“There has to be a line beyond which you will not go. You have to know where that line is drawn.”
RULES 65;
Follow your intuition/gut instinct.
“Sometimes you just follow your intuition.”
“Never be too proud or too lazy to get more feedback.”
RULES 66;
Be creative.
“Almost everyone is born with the capacity to be creative, but few realize it and such skills are often neglected or untapped. Lateral thinking is about thinking ‘outsides the box’, breaking out the familiar thought patterns and coming up with new possibilities. It is one of the keys to improving the creativity.”
“Get immersed in what you are doing and answer bubble to surface.”
RULES 67;
Don’t stagnate.
“A manager’s job is to create stability and deal with reality. A Leader’s job is to stir emotion and set audacious, grandiose goals that shake the status quo. Too much management and you stagnate. Too much leadership and you get nowhere. Embrace the challenge of striking the balance. Do it well, and the result will surpass your wildest dreams.”
“The really good managers are also leaders-They inspire and motivate, encourage and enthuse.”
RULES 68;
Be flexible and ready to move on.
“Don’t be irreplaceable. If you can’t be replaced you can’t be promoted.”
“Be prepared to look at unusual opportunities.”
RULES 69;
Remember the object of the exercise.
“Happy, fulfilled, stretched but supported people generally achieve the most at work and get the most from life. They drain a lot of swamps – and have a pretty good time doing it (strange though it may seem swamp drainage is a very enjoyable occupation). However, many of us face a few alligator…..those subversive obstacles that get in the way of a productive, high achieving but low stress kind of life. Some of them we make ourselves, some of them are placed there by other people. Some of them just are.”
“Stay focused and kept the object in your sights at all times whatever it may be.”
RULES 70;
Remember that none of us to be here.
“There is no formula for success, but there is formula for failure and that is trying to please everybody.”
“Stop moaning – enjoy it or leave.”
RULES 71;
Go home.
“Many managers follow the notion of busy fools and confuse hard work with long hours. They think because they work 15 hours days and forget their children’s names, they must be bloody good managers. The best sales manager I worked with never once worked beyond 5.30 pm.”
“He had nothing to prove at work because he was content at home.”
RULES 72;
Keep learning – especially from the opposition.
“The illiterate of the 21st century will not to be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
“If you fear competition, what you really fear is your own incompetence.”
RULES 73;
Be Passionate (penuh kasih sayang ) and bold (berani ).
“I love the moody (kemuraman), almost frantic (sgt gelisah) style of Ramsey, always searching for the next great eating experience, passionate about his art.”
“Once you are passionate you can be bold, because you have that drive, that enthusiasm, that courage, that excitement.”
RULES 74;
Plan for the worst, but hope for the best.
“If you decide to go to these wild places and put yourself in these condition, be responsible for yourself and those in your party. There are many requirements; good judgment commonsense, experience, and leadership are a just few. Unexpected things can and do happen…Be prepared. Expect the unexpected. Always carry a bivvy sack on every climb. Be prepared to spend the night up there! Plan for the worst, but hope for the best!”
“Have a plan – and a lot of hope”
RULES 75;
Let the company see you are on its side.
“One of the basic causes for all the trouble in the world today is that people talk too much and thing too little. They act impulsively without thinking. I always try to think before I talk.”
“Set an example. Be outspoken in your praise for the company.”
To let the company see you on its side you need to do some concrete things. Such as;
- Buy some share
- Read the company newspaper – better still, edit damn thing
- Support company functions
- Show an interest
- Ask questions
- Have you interest in company noticed and recorded in some way.
- Focus on what you contribute to the company, not on what you get out of it.
- Use the company products or services
- Actively speak well of the company
- Rehearse saying what you think is good about company – have a ready answer to hand if asked
- Know the company’s mission statement and philosophy
- Know the company’s products and/or services inside and out
- Know the company history – its formation, its mergers and acquisition etc.., its long-term goals and its key personnel (founder etc)
- Know the company’s social standing and what it does for the community.
RULES 76;
Don’t bad-mouth your boss.
“Kill my boss? Do I dare live out the American dream?”
“If you can’t find anything good to say, then say nothing at all.”
RULES 77;
Don’t bad-mouth your team.
“Tack is the ability to describe others as they see themselves.”
“Things go wrong and slugging off your team doesn’t help. Learn from it and move on.”
RULES 78;
Accept that some things bosses tell you to do will be wrong.
“I find it rather easy to portray (menggambarkan) a businessman. Being bland (lunak), rather cruel and incompetent comes naturally to me.”
“Sometimes you have to accept that bosses don’t know what they are doing.”
RULES 79;
Accept that bosses are as scared as you at times.
“If you are not to lead dog, the scenery (pemandangan ) never changes.”
“Your job is to take away your bosses’ pain, their fear and make them relax.”
Poor loves, they too get frightened, paranoid, lost, feel unloved, confused, at sea, vulnerable (mudah diserang) and alone.
You are a manager and have to manage not only downwards but upwards as well. When you deal with your bosses you mustn’t ever;
- Threaten
- Usurp (merampas kekuasaan)
- Intimidate
- Pressurize
- Menace (ancaman)
- Question
- Undermine (merusak)
- Ridicule (ejekan)
-
RULES 80;
Avoid straitjacket thinking (pengekang)
“No one is less ready for tomorrow than person who hold the most rigid beliefs about what tomorrow will contain.”
“It is easy to forget that you are supposed to be an innovative, creative, cutting edge short of manager.”
RULES 81;
Act and talk as if one of them.
“My mother said to me, ‘if you become a soldier, you’ll be a general; if you become a monk, you’ll end up as Pope. ‘ Instead, I become a painter and wound up as Picasso.”
“If you are a middle manager you should be acting and talking as if you were already a senior manager.”


RULES 82;
Show you understand the viewpoint of underlings and overlings.
“Courtesy toward opponent and eagerness to understand their viewpoint in the ABC of non-violence.”
“One of the best ways to take the pressure off is to let them all know you understand their viewpoint.”
RULES 83;
Don’t back down-be prepared to stand your ground.
“Whoever the villain in your life is, don’t be afraid to confront them.”
“If you are passionate about what you do, then standing up for what you know is right isn’t that hard.”
“You don’t have to get fired, just fired up.”
RULES 84;
Don’t play politics.
“If you are in the meeting and someone is playing politics, just say to them: “You are playing politics, come back when you feel better.”
“Every company has people who get stuff done without back-stabbing. Hang out with these people.”
RULES 85;
Don’t slag off other managers.
“It has always been the prerogative of children and half-wits to point out the emperor has no clothes. But half-wit remains a half-wit, and the emperor remains an emperor.”
“If you refuse to engage in politics then you will be seen as honest and trustworthy.”
RULES 86;
Share what you know.
“Share what you know and, more importantly, what imagine with other. Lead them to discover their own truths. The way you live your life is as powerful a teaching for others as what you say to them.”
RULES 87;
Don’t intimidate
“In order to keep a true perspective of one’s importance, everyone should have a dog that will worship him and a cat that will ignore him.”
“It’s so much better to work in an organization where reward is used instead of fear to get things done.”
RULES 88;
Be above interdepartmental warfare (peperangan )
“Even directors are capable of being very silly and childish.”
RULES 89;
Show that you’ll fight to the death for your team.
“Without your team you are an empty page waiting to be written.”
RULES 90;
Aim for respect rather than being liked.
“You have to create mystique, an air of power.”
RULES 91;
Do one or two things well and avoid the rest.
“The first 90% of the project take 10% of the time. The last 10% takes the other 90% of the time.”
“Best to pick your specialist subject, be really, really good at it and leave the rest to the other people.”
RULES 92;
Seek feedback on your performance.
“It is better to have enough ideas for some of them to be wrong, than to be always right by having no ideas at all.”
“Let them tell you the good and the bad. Just nod at it all and say ‘thank you’ and move on.”
RULES 93;
Maintain good relationships and friendships.
“Don’t flatter yourself that friendship authorizes you to say disagreeable thing to your intimates. The nearer you come to relation with a person, the more necessary do tact and courtesy become.”
“If you always approach everyone with cheerful optimism you’ll find that they simply have no choice but to respond in kind.”
RULES 94;
Build respect – both ways – between you and your customers.
“Each of us should know what our customers expect before they know it.”
“Don’t cheat or lie to the customers. You need them.”
RULES 95;
Go for the extra miles for your customers.
“Brilliance is a standard, not a skill.”
“Without the customers we are all whistling in the dark.”
RULES 96;
Be aware of your responsibility and stick to your principles.
“Success is not the key to happiness. Happiness is the key to success. If you love what you are doing you will be successful.”
“Can you put your hand on your heart and say your managerial role is clean.”
RULES 97;
Be straight at all times and speak the truth.
“I have found that being honest is the best technique I can use. Right up front, tell people what you’re trying to accomplish and what you’re willing to sacrifice to accomplish it.”
“As a manager you have been given a privileged position. One of trust and honour.”
RULES 98;
Don’t cut the corner- you’ll get found out.
“Do ever compromise on service? Do you cut corner, only partially fulfill, or even forget commitments? Exceptional service means you keeping every commitment you make to customers.”
“If we are made to be personally responsible for what we do in our working lives maybe things would get a whole lot better.”
RULES 99;
Be in command and take charge.
“It is acknowledged that many leaders do not have empathy, but it is observed that those who lack empathy lack ability to move the people. Leaders who can instill an atmosphere of working together gain respect, taking charge without taking control.”
“Team with good, strong, commanding managers go a lot further because they know there is a captain at the helm.”
RULES 100;
Be a diplomat for the company.
“Diplomacy - the art of getting people to do it your way.”
“Having to be a diplomat makes you questions what your company represent.”

END GAME

“IS IT SECRET? IS IT SAFE?”

“IT HAS ALWAYS BEEN AN ADVENTURE, ALWAYS EXCITING.”

posted by Heri Atmoko.