Lead by example: If you expect certain levels of effort and quality from your team, you have to look at the way you set expectations and follow up on them.
Act consistently: Demonstrate consistency in your direction and your expectations. Manage within yourself; understand yourself.
Initiate Key processes: Take the lead on initiating the process, and make sure the team has what they need and understands roles and responsibilities.
Encourage input outside the hierarchy: People need to feel their contributions are important and voice is heard. Bring up ideas and new ways to attack problems within your team. Facilitate the discussion.
Accept mistakes, allow risk: Manage up and down; don’t be a pass-through manager – don’t change just what your higher ups are saying, add value to it.
Be flexible with tactics, inflexible on principles: Have your individual principles for the project, the things that always have to be. Have tactics for how you are going to where you are going. People will work differently based on what they know and their experiences; as long as they get where they need to be, let them do it by their own method.
Task by responsibility, not proximity: Assign tasks based on plan, roles, and responsibility, not just who is closer to you.
Recognize and reward positive behaviors: You need to praise people about what they are doing, acknowledging each individual and their achievements, not praising in general to the team.
Recognize and discourage inappropriateness: You must get rid of the negative behaviors and employees, especially for the good of your “good” team members; 75% of your time will get spent on 10% of your negative people, 25% of your time will be spent on 90% of the good people.
Delegate & empower whenever possible: Delegate when the person has been resourced and is in a position they can handle and can grow into. Delegation is about managing risk and growing your people.
Once delegated, let it go: It’s all about trust; loyalty is a by-product of trust.
