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- skillsAlways strive to preach quality and practice improvement.
- Ensure that you involve all staff members in quality improving schemes.
- Always be on the lookout for chances to learn valuable lessons.
- Take a refresher course if you need to brush up on rusty skills.
- Use coaching sessions to learn as well as teach.
- Set an example to your staff by being trained yourself.
- Use projects as way of learning more about other disciplines
- Make friends with people in different departments, and get to know how they operate.
- Think carefully about the best way to behave in every situation.
- Concentrate on getting things done, not on trying to show that you the one in charge.
- Keep a checklist of key leadership duties and ensure that you do them.
- Always look beyond the detail and consider the bigger picture.
- If you are resisting change, ask yourself why.
- The greater your expertise, the more authority you will have.
- Always work on and build upon your own strengths.
- Put all your ambitions down on paper to help you realize them.
- Understand what you are doing in order to achieve your aims.
- Never accept any weakness as one that you cannot correct and cure.
- Take time to get your bearings in anew job-but do not take too long.
- Actively seek the views of your team members.
- Avoid appointing candidate simply because you are short-staffed.
- When recruiting team members, look for their growth potential.
- Take into account the feelings of staff when promoting internally.
- When a referee has reservations, always probe more deeply.
- Ask candidates what they did really well in their previous jobs.
- Ensure there are no interruptions during interviews.
- See that new recruits are welcomed and fully supported.
- Make sure that any instructions you give are clear and concise.
- Encourage people to approach you if things go wrong.
- Act quickly when you learn of any real problems.
- Insist that staff tell you all the news, good or bad.
- Use crises as an opportunity to develop people.
- Remember that delegation boosts morale and builds confidence.
- Never keep work simply because you do it better.
- Set high targets in agreement with your delegates.
- If time pressure increases, ask if you are delegating enough to others.
- Check regularly and informally on progress of delegated tasks.
- Keep an open door for all your delegates.
- Intervene fast when the delegates cannot cope.
- Make sure that everybody knows what must always be left to you.
- Talk honestly with your staff and you will get honest answers in return.
- Take steps to get accurate reports of team opinions.
- If all feedback is positive, you may not have been told the whole truth.
- Be prepared for misunderstanding of what you are trying to achieve.
- Encourage groups to achieve by setting high but realistic targets.
- Always be ready to allow others to take the lead when appropriate.
- Remember that everyone thinks in a different way.
- Seek to defuse emotion before tackling issues.
- Treating everyone equally will avoid causing resentment.
- If decisions can safely be taken quickly, always do so at once.
- If you ask for advice from any co-worker, expect to act on it.
- Seek to turn the impossible into a target that you can achieve.
- Expect setbacks, and always have contingency plans fully prepared.
- Cut your losses fast if failure is truly inevitable.
- Ensure that team members share the same goals.
- Encourage competitions between ideas, not individuals.
- Boost a team's effectiveness by training members in new skills.
- Ask people if they have enough responsibility.
- Do not accept the opinions of others on team abilities.
- Allow new people and teams to prove how good they are.
- Reward real merit openly, but never appear to have any favorites.
- Give people a time for meetings and always keep the appointment.
- Keep discussions informal whenever possible to ease staff relationships.
- Never hide behind the closed doors of private offices.
- Use meetings to take decisions as fast as possible, not to delay them.
- Ask only relevant people to meetings to keep the numbers down.
- Allow staff to stay away if they feel they have nothing to contribute.
- If you are in the chair, do not use the position to be dictatorial.
- Keep meetings to the shortest time needed to cover a brief agenda.
- Keep it simple and look first for the easy solution.
- Regard problems as opportunities for team learning.
- Consider an issue from every possible angle.
- Look for the positive side of any negative situation.
- Ensure you have all the facts before taking action.
- Find ways of showing people that you trust them to act effectively.
- Never refuse a request without careful thought.
- Reward success with praise as well as material recognition.
- Always be loyal to your people in any public situation.
- If you have to criticize someone, do so in private.
- Never seek to get results by bullying people beneath you.
- Use discipline sparingly, but make it swift and effective.
- Keep the "carrot" visible but he "stick" in hiding.
- Share responsibility for mistakes and failures, and analyze errors so you can prevent them next time.
- Write down your ambitions, and revise them periodically.
- If your vision seems unattainable, simply intensify your efforts.
- Keep vision and mission wording brief, clear, and prescriptive.
- Give statements to others to check before you finalize them.
- Make people see that it is everyone's job to generate ideas.
- Try to implement suggestions, as long as they will cause no harm.
- Make sure ideas are challenged with respect and not with contempt.
- If unsure about whether or not you should pass on information, do so.
- Ensure that your messages reach all members of staff.
- Make sure that you encourage staff to participate in decision-making.
- Always keep your mind firmly on the outcome that you are seeking.
- Encourage people to seek clarification if they are unsure about any of their objectives.
- Make the outcome measurable if at all possible.
- Get staffs fully involved in achieving the ultimate objective.
- Let your staff know exactly what you except from them.
- Use appraisals to develop your staff, not as ends in themselves.
- Do not gamble, but back your own best judgment in going for results.
- Keep up-to-date on the progress of competitors.
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