Being a manager at Riccobene Associates/Commonwealth comes with a set of responsibilities and expectations. While there are many well-documented guidelines and best practices for effective management, there are also some unspoken, unwritten rules that can greatly contribute to your success as a manager. In this overview, we will explore some of these unspoken written rules and how they can influence your managerial approach.
1. Lead by Example:
As a manager, your behavior and actions set the tone for your team. It is essential to lead by example and demonstrate the qualities and values you expect from your team members. Whether it's being punctual, maintaining a positive attitude, or showing professionalism, your actions speak louder than words.
2. Build Trust:
Trust is the foundation of any successful team. It is crucial to establish trust with your team members by being transparent, honest, and reliable. By fostering an environment of trust, you create a space where open communication, collaboration, and innovation can thrive.
3. Communicate Effectively:
Clear and effective communication is a fundamental skill for any manager. Beyond simply conveying information, it is important to actively listen, provide constructive feedback, and ensure that everyone understands their roles and expectations. Regular and open communication fosters trust and helps prevent misunderstandings.
4. Respect Each Other:
In today's workplace, being inclusive and respectful is essential. Recognize and appreciate the unique perspectives, experiences, and talents each team member brings to the table. Encourage diversity of thought, and create an inclusive environment.
5. Support and Empower:
A great manager understands the importance of supporting and empowering their team members. By providing the necessary resources, guidance, and mentorship, you enable your team to excel in their roles. Encourage autonomy, delegate tasks, and celebrate their achievements to foster a sense of ownership and motivation.
6. Adaptability and Flexibility:
In today's fast-paced work environment, adaptability and flexibility are crucial qualities for a manager. Embrace change, be open to new ideas, and adapt your management style as needed. By being flexible, you can effectively navigate challenges and inspire your team to do the same.
7. Practice Emotional Intelligence:
Emotional intelligence refers to the ability to understand and manage emotions, both in oneself and others. A manager with high emotional intelligence can effectively navigate conflicts, build strong relationships, and motivate their team. By being empathetic, self-aware, and mindful, you can create a positive work environment that promotes productivity and well-being.
8. Continuous Learning and Development:
A great manager never stops learning and developing their skills. Stay updated with industry trends, seek feedback, and invest in personal and professional growth. By continuously learning, you can inspire your team members to do the same and foster a culture of growth and innovation.
In conclusion, while there are many written rules and best practices for effective management, there are also several unspoken written rules that can greatly impact your success as a manager. By leading by example, building trust, communicating effectively, respecting each other, supporting and empowering your team, being adaptable, practicing emotional intelligence, and embracing continuous learning, you can elevate your managerial approach and create a positive and thriving work environment.
Learn to say, “I don’t know.” or "I need help." If used when appropriate.
Trust and verify
It is easier to get into something than it is to get out of it. [Eliminate 'squirrels'/parking lot it]
If you are not criticized, you may not be doing much. Ask for feedback from each other and your direct reports.
Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there. [Self-Awareness]
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.
In delegating tasks… go after them, and make sure it gets done.
Confirm the instructions you give others, and their commitments, in writing. Don’t assume it will get done!
Don’t be timid; speak up. Express yourself, and promote your ideas.
Strive for brevity and clarity in oral and written communication. Explain the purpose; engage in buy-in
Be extremely careful of the accuracy of your statements.
Don’t overlook the fact that you are working for a manager. Keep him or her informed. Whatever the manager wants, within the bounds of integrity, takes top priority. Make sure to understand what those parameters are to keep 'informed' vs. 'consulted'.
Never direct a complaint to the top. A serious offense is to “cc” a person’s manager on a copy of a complaint before the person has a chance to respond to the complaint. It is your responsibility to ensure the documentation is there.
Remain objective and neutral. Refrain from any unconscious bias or feeling-based decisions. You are a people leader managing other managers. You should be approachable, genuine and authentic.
When dealing with outsiders, remember that you represent the company.
Cultivate the habit of boiling matters down to the simplest terms. What is the expected outcome we are trying to achieve? An elevator speech is the best way.
Don’t get excited in engineering emergencies and creating chaos. Keep your feet on the ground.
Cultivate the habit of making quick, clean-cut decisions.
When making decisions, the “pros” are much easier to deal with than the “cons.” Your boss wants to see them both.
Don’t ever lose your sense of humor.
Have fun at what you do. It will reflect in your work. No one likes a grump except another grump!
Treat the name of your company as if it were your own.
Beg for the bad news. Find out a way to empower and encourage others to be problem-solvers.
Are you venting or need me to take action?
Assume POSITIVE INTENT always
You remember 1/3 of what you read, 1/2 of what people tell you, but 100% of what you feel. You can control how you REACT to things. Not everything is an emergency.
When facing issues or problems that are becoming drawn-out, “short them to the ground.”
When faced with decisions, try to look at them as if you were one level up in the organization. Your perspective will change quickly.
Be AUTHENTIC and GENUINE.
When OOO, please make sure an OOO is setup and directed to someone on your team to help while you are out. Each person deserves a break to recharge, but team members need to know who to reach when unavailable.