+0
. Management is something we sort of pick up as we go along. Sure there are a few good instinctive managers, but invariably we stumble along picking up the odd hint and clue here and there – it is a very hit and miss operation.

The fundamental Rule of Management, I am afraid, is get the basic job done, get it done well and work bloody hard at it. No good being a fantastic people manager if you let the basic job slip.

No choice I am afraid. You have to knuckle down and get on with it. Management is swanning around issuing orders and looking cool. It is actually about what goes on in the background

If you slouch in late, argue with your customers, are disrespectful and produce shoddy work, chances are your team is going to go to hell in a handcart

. You are their leader, their inspiration, their boss (there is a word to make you shudder, but that is what you are), their mentor, guide, teacher, hero, role model, champion, defender, guardian.( and what is the deference between hero and champion?)

You have also got to go beyond that and raise their stakes. If you are going to build a team machine, then do it in a DeLorean. You have got to give your staff something to aspire to, something to want to raise themselves up to. That is you.

Ideally, you will have some style, some flair, some spark of originality that will set you apart from the herd

+0
Ta.qUe.Ri.a. Management is something we sort of pick up as we go along. Sure there are a few good instinctive managers, but invariably we stumble along picking up the odd hint and clue here and there – it is a very hit and miss operation. Most people learn how to manage by doing the work and learning as they go along.

The fundamental Rule of Management, I am afraid, is get the basic job done, get it done well and work bloody hard at it. No good being a fantastic people manager if you let the basic job slip. You may be the best manager of staff in the world, but if the jobe does not get done, then you are not a good manager.


No choice I am afraid. You have to knuckle down and get on with it. Management is swanning around issuing orders and looking cool. It is actually about what goes on in the background "swanning around" = aimless actions. It is derived from the way that swans look as they swim around. The full sentence says that the managers look busy and efficient, but are in fact not doing anything functional.

If you slouch in late, argue with your customers, are disrespectful and produce shoddy work, chances are your team is going to go to hell in a handcart "slouch in" = move with no energy and looking unenthusiastic. "Your team is going to Hell in a handcart" = it is going to fail dismally.

. You are their leader, their inspiration, their boss (there is a word to make you shudder, but that is what you are), their mentor, guide, teacher, hero, role model, champion, defender, guardian.( and what is the deference between hero and champion?) "Boss" is not generally well-regarded as a term for manager, though it is a very generally used colloquialism and well understood. "Hero" = a person generally regarded as very brave or as having done something brave; "Champion" = in this context, a person who supports or defends other people's rights or beliefs.


You have also got to go beyond that and raise their stakes. If you are going to build a team machine, then do it in a DeLorean. You have got to give your staff something to aspire to, something to want to raise themselves up to. That is you. "Raise the stakes" = increase the rewards available. "Something to want to raise themselves up to" = Your staff must have some goal at which to aim - it may be better hours, better pay, better position in the company, better recognition of their work.


Ideally, you will have some style, some flair, some spark of originality that will set you apart from the herd "Spark of originality" = You are different from the others - you have a little piece of uniqueness.

Comments  
thank u a lot. Emotion: smile