The Rules Of Management (Pioneer Panel's Library) by Richard Templar Page A

good manager—that’s you * —needs to have a good grasp of politics—both national and world—social history, world events, national intentions, international concerns, the environment, current legislation, proposed legislation ** and technological developments (ones that may or may not affect your industry).
    * I keep saying, “That’s you.” You may wonder how I know. Because you are reading this. Bad managers think they know it all. You are prepared to read, to learn, to seek the advice of others, to widen your horizons, to have opinions, to stay abreast of current and new ideas and to keep an open mind by reading this far. That’s good. You are good. Well done you.
    ** No, not just legislation that affects your industry but all big proposed legislation. You’d be surprised how often the “domino” effect affects you.
    But you’ve also got to keep a close watch on what is going on under your nose—your team, your department, your immediate surroundings, the fine details as well as the big picture.
    And how are you going to find the time to think about these things? To reflect, to analyze, to anticipate? You’re going to schedule it on your calender, that’s how. That’s what proper grown-up managers do. And if you want to be a talented senior manager, you need to recognize the importance of giving yourself space to think. Sometimes you get the opportunity when you’re traveling. (But make sure you deliberatelyallocate the time, and use it wisely.) Sometimes you have to block out an hour or two in your calendar and make sure you’re not disturbed. Call it “planning time” if anyone asks—unless they’re a successful manager themselves, in which case they’ll understand.
    The bright manager has to keep their eyes and ears open, their wits about them, their mind open to new ideas and innovations and trends. You’ve got to see the trees and the forest.
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    IT’S NO GOOD CONCENTRATING SOLELY ON WHAT YOU DO OR WHAT YOUR DEPARTMENT DOES.
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Chapter 64. Know When to Let Go

    Sometimes it’s really hard to let go, to know when to stop. But some projects just aren’t going to work. Some team members are never going to fit in. Some bosses are never going to be possible to work with. Some situations must simply cease.
    The good manager knows instinctively when to back off, to bail out, to retreat, to walk away whistling, pride intact and dignity in place. This rule is for you but also for all the people who get caught, fool around, play up, try to defend the indefensible. Come on, know when to quit, know when the dog is dead.
    A good manager knows when to hold his hands up, “Yep, I messed up. It was my fault. I surrender.” Invariably you’ll be forgiven because such an honest, direct approach throws ’em off the trail and they don’t know how to handle you.
    If you don’t know when to let go, you’ll build up anger, resentment, stress, jealousy, and pain. Learn to shrug and walk. You don’t have to forgive or forget or anything, except drop it and walk away.
    There is a myth in business that to get even is better than getting mad. But getting even is getting mad; it just takes a bit longer. Let it go. Concentrate on the next big exciting thing you can do.
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    KNOW WHEN TO QUIT, KNOW WHEN THE DOG IS DEAD.
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Chapter 65. Be Decisive, Even if It Means Being Wrong Sometimes

    I bet you hate the type of manager who refuses to make a decent decision in case they make the wrong one. The indecisive, frightened manager who won’t decide until it’s too late or they get the decision made for them. I’ve worked for a few and there is nothing more irritating than someone who fence-sits because they don’t know which way to jump—and all in the name of fear. They are frightened to decide in case they make a mistake—one that might cost them their job. Big deal. Better to jump and make a mistake than to sit there too frightened to make a move. Bring it on.
    And suppose it does turn out to