A funny title for a book and a wonderful little book. The rules are: However menial and trivial your early assignments may appear, give them your best efforts. Demonstrate the ability to get things done. In carrying out a project, do not wait passively for anyone - supliers, sales people, colleagues, supervisors - to make good on their delivery promises; go after them and keep relentlessly after them. Confirm your instructions and the other person's commitments in writing. When sent on a business trip of any kind, prepare for it, execute the business to completion, and follow up after you return. Develop a >>Let's go see!<< attitude. Avoid the appearance of vacillating. Don't be timid - speak up - express yourself and promote your ideas. Strive for conciseness and clarity in oral and written reports. Be extremely careful of the accuracy of your statements. Every manager must know what goes on in his or her domain. One of the first things you owe your supervisor is to keep him or her informed of all significant developments. Do not overlook the steadfast truth that your direct supervisor is your 'boss'. Be as particular as you can in the selection of your supervisor. Whatever your supervisor wants done takes top priority. Whenever your are asked by your manager to do something, your are expected to do exactly that. Do not be too anxious to defer or embrace your manager's instructions. Never invade the domain of any other department without the knowledge and consent of the manager in charge. In all transactions be careful to 'deal in' everyone who has a right to be in. Cultivate the habit of seeking other peoples' opinions and recommendations. Promises, schedules and estimates are necessary and important instruments in a well-ordered business. When you are dissatisfied with the service of another department, make your complaint to teh individual most directly responsible for the function involved. In dealing with customers and outsiders, remember that you represent the company, ostensibly with full responsibility and authority. There are also rules for managers: Every manager must know what goes on in his or her domain. (Yep, a repeat). Cultivate the habit of 'boiling matters down' to their simplest terms. Do not get excited in emergencies - keep your feet on the ground. Meetings should be neither too large, nor too small. Cultivate the habit of making brisk, clean-cut decisions. Do not overlook the value of suitable 'preparation' before announcing a major decision or policy. Learn project management skills and techniques, then apply them to the activities that you manage. Plan your development work far enough ahead of production, so as to meet schedules without a wild, last minute-rush. Beware the lure of 'playing it safe'. Be content to 'freeze' a project when the development has progressed far enough. Constantly review projects to make certain that actual benefits are in line with costs in money, time, and human resources. Make it a rule to require, and submit, regular periodic progress reports, as well as final reports on completed projects. Make sure that everyone has been assigned definite positions and responsibilities within the organisation. Make sure that everyone has the authority they need to execute their jobs and meet their responsibilities. Make sure all activities and all individuals are supervised by someone competent in the subject matter involved. Never misrepresent a subordinate's performance during performance appraisals. Make it unquestionably clear what is expected of employees. Promote the personal and pfrofessional interests of your employees at all occasions. Do not hang on to employees too selfishly when they are offered a better opportunity elsewhere. Do not short-circuit or override your subordinates if you can possibly avoid it. You owe it to your staff to keep them properly informed. Do not critique a subordinate in front of others
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