Quote:
Originally Posted by tredadda
These are not mine, but a lot of these principles I have incorporated into my life when I was leading people. You can pick and choose which ones are relevant or not.
https://www.armytimes.com/news/your-...rgeants-major/
1. Also I believe that everyone is different and leading/managing them has to be done with that in mind. It does not mean you should not expect similar results from them, just that how you approach them might vary some.
2. Even strong dogs eventually wear down. Be cognizant of that. Leaders/managers tend to default to those who consistently perform at a high level. While this shows confidence in that individual(s), they could eventually wear down as more and more stuff gets put on them.
3. Develop your people. Never seek out things that will make you and you alone look good. Leaders/managers should be looked at and evaluated based on what their teams do, not what they themselves do.
These are just a few, but I don't want to have too large of a wall of text here. |
#2 kind of plays into the old Pareto Principle.
If 80% of key productivity comes from 20% of your workforce, where are you going to focus the bulk of your attention? That doesn't mean you ignore the other 80% of course.
Also, as you ascend in the chain you will gravitate towards affecting the most change in and/or developing the people key to doing your job.
As a controller, the people most key to me are subordinate staff accountants, HR managers, and Ops managers who can relay financial focus down the chain. I know that I don't need to focus attention on supervisors, coordinators, and so forth because they will push what I tell them down the chain even if I do spend some time with those people.
I guess a key point to make is to manage what you need to manage and let your subordinates take it the rest of the way. And for ****s sake, don't micromanage. There's no better way to piss people off.