What can you do to be the best leader you can be? To do this, there are ten principles you can master. After all, management is a learnable skill.
Over the past 30 years, I have worked with more than 1,000 businesses, large and small, from entrepreneurial start-ups to Fortune 500 companies. In every case, I have been searching for the so-called secrets of success in management and the answer to the question: Why is it that some managers are more successful than others?
What I have learned is that management is a profession. It is both an art and a science. It is based on technique and methodology. There are certain things that you can do that will bring you extraordinary results as a manager in getting the job done, on time and on schedule.
And what anyone else has done, you can do as well. No one is better than you and no one is smarter than you. The reason that some managers are outperforming other managers is because they have learned what to do and what not to do. They have applied these key lessons, over and over again, until they have mastered them.
Being the best manager and leader you can be is the foundation of motivation. You become an effective motivator of others only after proving that you have integrity, intelligence, vision, creativity, persistence, and the continuous desire to improve yourself and grow your people.
Three Key Orientations
All successful managers have three key orientations.
First, they are result-oriented. They are intensely focused on getting the job done and getting it done well.
Second, they are solution-oriented. They are intensely focused on finding the solutions to the obstacles and difficulties that occur all day long, rather than making excuses or blaming other people.
Third, all successful managers are intensely action-oriented. They are constantly in motion. They manage by wandering around and by keeping their fingers on the pulse of their departments or companies.
Having the Resolve to Move Quickly
When you learn a new idea, resolve to take action on it immediately. There is a direct relationship between how quickly you take action on a new idea and how likely it is that you will ever take action on any new idea at all. If it works, you have learned a new skill. If it doesn't work immediately, you get feedback that enables you to self-correct and move ahead.
Excerpted, with permission of the publisher, from Full Engagement! Inspire, Motivate, and Bring Out the Best in Your People. By Brian Tracy. Copyright 2011, Brian Tracy. Published by AMACOM. For more information, www.amacombooks.org