Category Archives: Leadership

Leadership

33 Unwritten Rules of Management

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These rules are credited to Bill Swanson. In a news story several years ago, it was revealed not all the rules are original. Whatever the source, they are useful aphorisms for life management.

The handbook has become an underground hit among senior executives and management thinkers. The Unwritten Rules of Management is part Ben Franklin and part Yogi Berra, with a dash of Confucius thrown in. Jack Welch says there’s something about both the man and his management style that makes the handbook a worthwhile read for any CEO. “It’s a neat little manual, and each of these rules makes sense,” Welch says. “It covers almost everything, and I like Swanson’s feet-on-the-ground approach.”

Here are the rules, written, but without any explanation. Make of them what you will.

  1. Learn to say, “I don’t know.” If used when appropriate, it will be often.
  2. It is easier to get into something than it is to get out of it.
  3. If you are not criticized, you may not be doing much.
  4. Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there.
  5. Viewgraph rule: When something appears on a viewgraph (an overhead transparency), assume the world knows about it, and deal with it accordingly.
  6. Work for a boss with whom you are comfortable telling it like it is. Remember that you can’t pick your relatives, but you can pick your boss.
  7. Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton’s Law.
  8. However menial and trivial your early assignments may appear, give them your best efforts.
  9. Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don’t be known as a good starter but a poor finisher.
  10. In completing a project, don’t wait for others; go after them, and make sure it gets done.
  11. Confirm your instructions and the commitments of others in writing. Don’t assume it will get done!
  12. Don’t be timid; speak up. Express yourself, and promote your ideas.
  13. Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.
  14. Strive for brevity and clarity in oral and written reports.
  15. Be extremely careful of the accuracy of your statements.
  16. Don’t overlook the fact that you are working for a boss.
    • Keep him or her informed. Avoid surprises!
    • Whatever the boss wants takes top priority.
  17. Promises, schedules, and estimates are important instruments in a well-ordered business.
    • You must make promises. Don’t lean on the often-used phrase, “I can’t estimate it because it depends upon many uncertain factors.”
  18. Never direct a complaint to the top. A serious offense is to “cc” a person’s boss.
  19. When dealing with outsiders, remember that you represent the company. Be careful of your commitments.
  20. Cultivate the habit of “boiling matters down” to the simplest terms. An elevator speech is the best way.
  21. Don’t get excited in engineering emergencies. Keep your feet on the ground.
  22. Cultivate the habit of making quick, clean-cut decisions.
  23. When making decisions, the pros are much easier to deal with than the cons. Your boss wants to see the cons also.
  24. Don’t ever lose your sense of humor.
  25. Have fun at what you do. It will reflect in your work. No one likes a grump except another grump.
  26. Treat the name of you company as if it were your own.
  27. Beg for the bad news.
  28. You remember 1/3 of what you read, 1/2 of what people tell you, but 100% of what you feel.
  29. You can’t polish a sneaker.
  30. When facing issues or problems that are becoming drawn-out, “short them to the ground.”
  31. When faced with decisions, try to look at them as if you were one level up in the organization. Your perspective will change quickly.
  32. A person who is nice to you but rude to the waiter, or to others, is not a nice person. (This rule never fails).
  33. Never be afraid to try something new. Remember, an amateur built an ark that survived a flood while a large group of professionals built the Titanic.
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Leadership

Managers, Can You Hear Me Now?: Hard-Hitting Lessons on How to Get Real Results

The foundation of our managers’ philosophy relies on one main, undeniable point: a manager’s number-one priority is to deliver results.”
– Denny F. Strigl

Are you delivering?

For managers, behavior is the real key to achievement. In order to stop struggling and start delivering, you need to close the gap between what you know and what you do. That’s been Denny Strigl’s method, and now it can be yours, too.

Among the most prominent architects of the wireless communications industry, the former Verizon Wireless president and CEO has had one of the most remarkable careers in modern business. In Managers, Can You Hear Me Now?, Strigl shares all the skills and techniques he used to build Verizon into one of the greatest growth companies in any industry. You’ll learn how to:

  • Create a corporate culture where trust, respect, and integrity flourish — and employees and customers alike are appropriately served
  • “Eliminate the fluff,” get focused, and stop wasting time on things that don’t matter
  • Address issues proactively before they become problems — even employee performance issues
  • Get past your “blind spots,” reinforce priorities consistently, and communicate with clarity
  • Master the Four Fundamentals of Management: growing revenue, getting new customers, keeping the customers you already have, and eliminating costs

Managers, Can You Hear Me Now?: Hard-Hitting Lessons on How to Get Real Results includes additional suggestions for bringing the best of your energy and passion into your work, helpful anedcotes from Strigl’s career, simple self-assessment questions, and even a look at how your business day as a successful manager should play out.

Whether you’re the CEO of a large corporation or run your own small business, the lessons from Managers, Can You Hear Me Now? are sure to come through — loud and clear.

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7 Tips, Communication, Leadership

7 steps to managing conflict

Several years ago, when new to a position, I had a conflict with another employee. By strict interpretation of our policies, I was right in my actions, but I managed it very poorly. Shortly after that, the other employee resigned. It was a lack of experience on my part. I was more interested in being right than resolving conflict.

One of the lessons you learn early in life, conflict happens. Not everyone will agree with you all the time, or even some of the time. To be successful in life, you need to know how to manage conflict.

I’m not so glib as to expect there is some magic “7–step” solution that will automatically eliminate all your conflict. There are areas of disagreement –say personal beliefs– that may never be resolved. Some past actions, that have deeply affected your life, could require a therapeutic approach to resolve.

However, much of the day-to-day conflict you face can be managed with deliberate and clear communication. If you find conflict is getting in the way of your accomplishing what needs doing, try these steps:

Explain the situation as you see it

Invariably, conflict is about perception and understanding. Start by telling the other party your understanding of the situation.

Describe how it is affecting performance

Tell them how this conflict affects what need to be accomplished.

Ask them to explain their point of view

This can be difficult, but let the other party explain their point of view.

You may find that these first three steps provide enough clarity to resolve the conflict. If not, move on the the next four steps.

Agree on the problem

Reach agreement on the problem. You need a common understanding to develop a workable solution.

Explore and discuss possible solutions

Work together to develop a solution to the conflict. Both parties will stick with a solution they have had a role in developing.

Agree on what each person will do to solve the problem

Make sure you walk away from the session with a clear understanding of which party is responsible for what action.

Set a date for follow-up

Don’t leave it hanging. Get together to make sure things are on track. If the conflict is of a complex nature, you may need several follow-up milestones.

In the case of individuals in conflict, this process can work one-on-one. In more complex conflicts, or where groups of people are involved, a third-party facilitator might be needed.

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Leadership, Management

How to Conduct Small-Group Meetings

One approach to ensure effective decision making in small, informal meetings is to develop motions and decisions through consensus. Consensus occurs when there is general agreement by the group on the decision being made.

Well managed meetings allow all participants to be part of the decision making process. Here are some techniques a chairperson can use to encourage and support group participation and discussion:

The chair solicits views

The meeting chair suggests that comments are welcome from the group. Then, if necessary, asks specific participants to share their views. Participants hear several short opinions rather than listening to one or two long speeches.

A survey

After a brief discussion, the chair asks for a show of hands to determine support for proposed idea(s). This should help the chair determine how to proceed. This encourages participants to express an opinion.

Groups

Groups can be particularly useful in the decision-making process at meetings and for generating ideas from participants. The meeting divides into smaller groups, for a fixed time to discuss assigned issues. A person is chosen to record the conclusions of the group. The groups then report their ideas to the larger meeting. The alternatives that are generated will assist the meeting in resolving issues and making decisions acceptable to all.

Brainstorming

This is a procedure for generating ideas which can help to develop alternatives that will assist in resolving the issue being discussed and in coming to a decision. Guidelines for brainstorming are:

  • don’t criticize the ideas of others while brainstorming.
  • impractical suggestions may trigger practical ideas among other participants.
  • the more ideas, the greater the chance of developing a particularly good idea.
  • build on the ideas of others, improve on a previous idea, or combine several ideas into one.
  • choose one person to record all ideas on a flipchart so that everyone can see them and a record exists: and
  • after a brainstorming session, critically screen the list of ideas for four or five consistent items or themes. Also, if brainstorming has been done in smaller groups, identify similar issues from the lists of individual groups. Finally, develop this list of ideas into options for decisions.

Managing Conflict

Conflict arises in meetings. You might assume conflict is negative, but it can be helpful leading to innovation, positive change or agreement when discussing an issue. It is important to remember that disagreement is necessary to the process of group decision making. The chairperson may have to resolve conflict in a meeting to reach an acceptable decision.

The following are steps that are useful in resolving conflict:

  1. Recognize that there is conflict and identify the issue causing the disagreement.
  2. Collect all information relating to the conflict, share it and assess it.
  3. Propose practical solutions, including the consequences of the proposals.
  4. Find a mutually acceptable resolution without coercion.
  5. Carry out the agreement and evaluate its effectiveness, with all parties sharing in the evaluation.

If a meeting does get out of hand, take a short break. When the meeting reconvenes, the chair can summarize the discussion up to the point of conflict or have opposing sides summarize their respective positions. The chairperson can then attempt to lead the two opposing sides in negotiating a solution.

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