| How are your managerial skills? Does there | | | | “Ask for help.” If you think you’re in |
| seem to be a gap like the Grand Canyon | | | | over your head – then you are! Ask for |
| between you and your employees? Let’s see | | | | some help and you’ll find most people enjoy |
| how we can change that. If you gathered 100 | | | | giving a hand. Besides saving yourself from |
| experienced managers together and asked for | | | | embarrassment, you’ll make a friend and an |
| their advice, it would probably sound like the roar | | | | ally. “Keep your financial remuneration from |
| of Niagara Falls until you got them talking in an | | | | the business to yourself.” Discussing how |
| orderly way. But there’s one thing for | | | | much you’re making is a no-win proposition. |
| sure – they wouldn’t be saying much | | | | Either you’ll be upset because someone is |
| about “temporal rhythms,” or | | | | doing better than you, or someone will be upset |
| “competing values models.” Instead, this | | | | with you. “When you don’t like someone, |
| is probably what you’d hear: “Don’t | | | | don’t let it show.” This is especially true |
| be afraid of the phrase, ‘I don’t | | | | if you outrank them. |
| know’.” If you don’t know the | | | | “Let it go!” What shouldn’t happen |
| answer to an employee or board member’s | | | | often does. You weren’t given the project |
| question, don’t try to bluff your way | | | | you wanted, you were passed over for the |
| through. If you’re at fault, take the blame. | | | | promotion you deserved. Be gracious and |
| If you’re wrong, apologize. If you don’t | | | | diplomatic…and move on. Harboring a grudge |
| have the answer at your fingertips then, promise | | | | won’t advance your career. “When |
| to get back to the person with the answer within | | | | you’re right, don’t gloat.” The only |
| a specific timeframe. | | | | time you should ever use the phrase, “I told |
| “Never gossip.” If someone wants to | | | | you so” is if someone says to you: “You |
| gossip with you, politely say you’re not | | | | were right. I really could succeed at that |
| interested. The corporate adage, when someone | | | | project.” |
| gossips two careers are hurt – the person | | | | Here are 10 questions to ask yourself periodically: |
| talked about, and the person talking. “No task | | | | - What took too long? |
| is beneath you.” Don’t think that as a | | | | - What caused complaints today? |
| manager you’re above anything. Be the | | | | - What was misunderstood today? |
| good example and pitch in, especially if the job is | | | | - What cost too much? |
| one that nobody wants to do. “Share the | | | | - What was wasted? |
| credit whenever possible.” A manager who | | | | - What was too complicated? |
| spreads credit around looks much stronger than | | | | - What was just plain silly? |
| those who take all the credit themselves. | | | | - What job involved too many people? |
| | | | | - What job involved too many actions? |