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| Introduction | |
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| Managing Your Team | |
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| Get Them Emotionally Involved | |
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| Know What a Team Is and How It Works | |
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| Set Realistic Targets-No, Really Realistic | |
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| Hold Effective Meetings-No, Really Effective | |
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| Make Meetings Fun | |
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| Make Your Team Better Than You | |
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| Set Your Boundaries | |
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| Be Ready to Cut | |
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| Offload as Much as You Can-or Dare | |
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| Let Them Make Mistakes | |
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| Accept Their Limitations | |
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| Encourage People | |
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| Be Very, Very Good at Finding the Right People | |
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| Take the Rap | |
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| Give Credit to the Team When It Deserves It | |
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| Get the Best Resources for Your Team | |
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| Celebrate | |
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| Keep Track of Everything You Do and Say | |
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| Be Sensitive to Friction | |
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| Create a Good Atmosphere | |
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| Inspire Loyalty and Team Spirit | |
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| Fight for Your Team | |
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| Have and Show Trust in Your Staff | |
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| Respect Individual Differences | |
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| Listen to Ideas from Others | |
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| Adapt Your Style to Each Team Member | |
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| Let Them Think They Know More Than You (Even If They Don't) | |
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| Don't Always Have to Have the Last Word | |
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| Understand the Roles of Others | |
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| Ensure People Know Exactly What Is Expected of Them | |
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| Use Positive Reinforcement to Motivate | |
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| Don't Try Justifying Stupid Systems | |
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| Be Ready to Say Yes | |
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| Train Them to Bring You Solutions, Not Problems | |
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| Managing Yourself | |
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| Get It Done/Work Hard | |
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| Set an Example/Standards | |
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| Enjoy Yourself | |
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| Don't Let It Get to You | |
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| Know What You Are Supposed to Be Doing | |
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| Know What You Are Actually Doing | |
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| Be Proactive, Not Reactive | |
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| Be Consistent | |
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| Set Realistic Targets for Yourself-No, Really Realistic | |
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| Have a Game Plan, But Keep It Secret | |
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| Get Rid of Superfluous Rules | |
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| Learn From Your Mistakes | |
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| Be Ready to Unlearn-What Works, Changes | |
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| Cut the Crap-Prioritize | |
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| Cultivate Those in the Know | |
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| Know When to Shut the Door | |
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| Fill Your Time Productively and Profitably | |
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| Have a Plan B and a Plan C | |
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| Capitalize on Chance-Be Lucky, but Never Admit It | |
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| Recognize When You're Stressed | |
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| Manage Your Health | |
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| Be Prepared for the Pain and Pleasure | |
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| Face the Future | |
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| Head Up, Not Head Down | |
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| See the Woods and the Trees | |
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| Know When to Let Go | |
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| Be Decisive, Even If It Means Being Wrong Sometimes | |
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| Adopt Minimalism as a Management Style | |
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| Visualize Your Blue Plaque | |
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| Have Principles and Stick to Them | |
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| Follow Your Intuition/Gut Instinct | |
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| Be Creative | |
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| Don't Stagnate | |
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| Be Flexible and Ready to Move On | |
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| Remember the Object of the Exercise | |
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| Remember That None of Us Has to Be Here | |
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| Go Home | |
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| Keep Learning-Especially from the Opposition | |
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| Be Passionate and Bold | |
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| Plan for the Worst, but Hope for the Best | |
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| Let the Company See You Are on Its Side | |
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| Don't Bad-Mouth Your Boss | |
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| Don't Bad-Mouth Your Team | |
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| Accept That Some Things Bosses Tell You to Do Will Be Wrong | |
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| Accept That Bosses Are as Scared as You Are at Times | |
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| Avoid Straitjacket Thinking | |
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| Act and Talk as If You Are One of Them | |
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| Show You Understand the Viewpoint of Underlings and Overlings | |
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| Don't Back Down-Be Prepared to Stand Your Ground | |
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| Don't Play Politics | |
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| Don't Put Down Other Managers | |
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| Share What You Know | |
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| Don't Intimidate | |
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| Be Above Interdepartmental Warfare | |
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| Show That You'll Fight to the Death for Your Team | |
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| Aim for Respect Rather Than Being Liked | |
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| Do One or Two Things Well and Avoid the Rest | |
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| Seek Feedback on Your Performance | |
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| Maintain Good Relationships and Friendships | |
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| Build Respect-Both Ways-Between You and Your Customers | |
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| Go the Extra Mile for Your Customers | |
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| Be Aware of Your Responsibilities and Stick to Your Principles | |
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| Be Straight at All Times and Speak the Truth | |
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| Don't Cut Corners-You'll Get Caught | |
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| Be in Command and Take Charge | |
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| Be a Diplomat for the Company | |
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| End Game | |
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| Acknowledgments | |