The Manager's Cheat Sheet: 101 Common-Sense Rules for

Leaders
Management is all about connecting with the people on your team. So how do you eIIectively
manage a team? With common knowledge, oI course. These are a Iew back-to-basics rules
that will help you develop management skills that really matter.
Body Language

Like it or not, your body speaks volumes, even when you are silent. Here's how to express an
attitude that's appropriate Ior a leader.

1. Stand tall. Keeping your shoulders back and holding yourselI up to your Iull height will
give you an air oI conIidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is oIten seen as
a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture,
and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes oI the people you are speaking with.
This shows you're interested and also gives you a sense oI conIidence.
5. Sit up straight. Even iI you're at an 8 a.m. meeting and Ieeling tired, it's important to sit
up straight in your chair. Slouching makes you look disinterested and can give oII an
unwanted air oI laziness.
6. Face the person you're talking to. This shows you are interested and engaged in the
conversation.
7. Shake hands firmly. For many, a handshake is a reIlection oI the person you're shaking
hands with. You don't want to come across as unsure or overbearing, so make sure yours is
proIessional and conIident.
8. Always smile. Smiles are contagious and will make others Ieel positive when you're
around.
9. Look your best. You don't have to be model perIect every day, but you should dress
appropriately and neatly. Clothes can have a big impact on the way you're perceived.
10. Walk confidently. Keep your head up and take even strides.
Meeting Deadlines

No one will be happy iI your team has to rush around at the last minute to complete a project.
Follow these tips to make deadlines less stressIul Ior everyone.

11. Only promise what you can realistically deliver. Don't create deadlines that you know
you can't meet. By only promising what you know you can do, you'll be able to Iinish on
time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and
when you want to do it. Put your goals down on paper and make sure everyone on your team
gets a copy.
13. Organize a team. Many oI your employees will have unique strengths and training that
can make them great assets to certain projects. Pick a team that has the right skills to carry
out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn't leave anyone
overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones Ior you and your team will help you keep track
oI your progress and also give you a sense oI accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status oI the project is
key to making sure it's completed on time.
17. Do it right the first time. Planning ahead will help prevent you Irom delivering a
substandard product. Having to redo something Ior a client costs money, and, more than
likely, Iuture business opportunities.
18. Stay organized. Staying organized will help keep you Irom wasting time chasing down
important documents and inIormation.
19. Make sure expectations are clear. Be sure that each member oI your team knows what
their speciIic responsibilities are. This will save time and prevent tasks Irom being
overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan Ior
attacking any project you are given. This way, you can make sure you're staying on schedule
and that all oI your employees will be clear about how and when things should be done.
Getting Along with Employees

A happy oIIice is a productive one. Everyone will be more cheerIul iI you Iollow these
simple rules.

21. Don't make your employees come in on days they're normally not scheduled to work
or call them while they're on vacation. A sureIire way to make employees resent you is to
invade their personal time Ior nonpressing work. Unless you have something that absolutely
has to be done, let time away Irom work stay that way.
22. Don't play favorites. Playing Iavorites can bias your judgment and impair your
leadership abilities. Treat your employees equally.
23. Give credit when it's due. Don't take credit Ior your employees' ideas or hog their
limelight. This action not only Iosters resentment but also makes you seem untrustworthy.
24. Don't micromanage. While it's Iine to keep up with what your employees are working
on, don't constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind oI gossip always
gets back to the person and will make you look unproIessional.
26. Don't interfere with employees' work. II your employees are getting work done, don't
stress about how it gets done. Even iI it's not being done they way you'd do it, it's best to let
employees use their best judgment.
27. Don't push unreasonable deadlines. You don't want to spend all oI your time at the
oIIice, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises
you make to employees, especially about pay and beneIits.
29. Keep work about work. Don't require employees to run your personal errands. Take care
oI your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees Ieel valued Ior the work that they do.
Employees will be more willing to put in extra eIIort iI they know it's noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with
encouragement to get a project rolling.
Manage Yourself

Being a good manager isn't just about what you can encourage other people to do, it's also
about managing your own perIormance.

32. Be accessible. Don't hole up in your oIIice all day come out and visit with your
employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but
listening to constructive criticism gives you the chance to learn and grow Irom your mistakes.
34. Accept responsibility. Part oI being the boss is accepting responsibility Ior the mistakes
oI all that you manage, not just your own.
35. Know there's always room for improvement. No matter how good you think you are,
your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a liIelong process. You're never too old to take a class
or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don't use big words or technical jargon just to sound smart and
impress others. Your employees will understand and perIorm better iI you explain simply and
clearly what you need.
38. Instruct rather than order. You may be the boss, but you don't have to be bossy. You'll
have more success iI your requests are more tactIully delivered.
39. Include your staff in your plans. Don't make your work top secret; let your employees
know what's going on and how they are expected to contribute.
40. Know your subordinates' jobs. You don't want to be caught with inIerior job
knowledge.
41. Be flexible. It's Iine to be Iirm in what you expect, but allow Ior Ilexibility in how it gets
done.
42. Get regular feedback. Your employees and superiors can give you valuable Ieedback on
how to improve your perIormance. Use this to your advantage.
43. Know your limitations. You can't be everywhere doing everything all at once. Know the
limits oI your time and abilities and say no to things you know you can't do.
Boosting Productivity

Getting the most out oI your day can be diIIicult with a busy schedule, but you can use these
tips to help you maximize your time in order to be better available to employees.

44. Get the most out of meetings. Be organized and prepared Ior meetings to increase
eIIectiveness and time savings.
45. Focus your energy on things that matter. Don't let trivial tasks take time away Irom
things that are really important.
46. Identify your time-stealers. Everyone has little things that detract their attention and
make them lose Iocus. Figure out what these are and work to eliminate them, iI only Ior a Iew
hours a day.
47. Be punctual. Being on time is a big deal. Never keep people waiting Ior appointments or
meetings iI you can help it.
48. Respond to your correspondence within a reasonable amount of time. You don't have
to be chained to your inbox, but make sure you respond to emails within a Iew hours
whenever possible.
49. Do only what is necessary. There are times when going above and beyond works, but
doing so on a daily basis can derail your progress on more important issues. Get the key
things done Iirst, then see iI you have time Ior additional things.
50. Stick to schedules and routines. While they may not be the most exciting things,
schedules and routines can help streamline and improve your productivity.
51. Organize and manage your schedule. Use any tools and utilities you have at your
disposal to prioritize your day and keep track oI what you need to get done.
52. Plan more than you think you can do. While this may sound stressIul, it can actually be
a great motivator. II you manage to get everything done, you'll enjoy a great sense oI
achievement.
53. Get to work early on occasion. Sometimes an uninterrupted halI hour in an unoccupied
oIIice can help you get key things done or allow you to plan your day beIore there are any
distractions to slow you down.
54. Know that sometimes stress is good. While too much oI anything, especially stress, can
be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get
more done.
55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out oI
the way earlier in the day. AIter that, everything else will be a breeze.
Managing Finances and Resources

Whether you're a business owner or a manager, staying on top oI tangible items is vital to
success. These tips can help you keep track.

56. Set up a realistic budget. While it's good to be optimistic, don't plan Ior more spending
than you know you can aIIord. Make sure you plan Ior emergencies and contingencies as
well.
57. Save costs where they matter the most. Don't just pinch pennies Ior the present. Make
sure your savings will pay oII in the long run. Compromising on quality might cost you later
on in repairs and replacements.
58. Spend only when it's necessary. Don't spend iI you don't need to. Every bit you save
goes toward your proIit.
59. Find alternative sources of finance. Sometimes even successIul businesses need a little
help. Business loans and investors can help you through leaner times.
60. Stay true to your contracts. Not only will you gain the respect oI your clients, you'll
also avoid legal battles that can be a serious Iinancial drain.
61. Make sure employees are well compensated. Employees deserve to be rewarded Ior
hard work. Make sure yours are well compensated Ior their time and they'll be more
productive and happier to come to work.
62. Learn to do more with less. Quality is much more important than quantity, so make
what you have count.
63. Assign equipment wisely. While it might be nice Ior every employee to have a PDA,
budgets oIten don't allow Ior such conveniences. Make sure the employees that need tools the
most have access to them.
64. Invest in solid technology. This doesn't always mean the latest technology, but what
your oIIice needs to do work eIIectively.
65. Update when necessary. Using obsolete equipment and programs can really slow you
down. Update when it makes sense so you won't get leIt behind by competitors.
66. Don't be wasteful. Every sheet oI paper, paper clip and pen is a cost on your budget. Use
materials wisely and don't waste them out oI haste or carelessness.
Communicating with Clients

Whether you're a business owner or a manager carrying out a project, one thing is always the
same: The client is dominant voice in decision-making. Learn to communicate with them
eIIectively and you'll set a good example Ior the people you supervise.

67. Remember that the customer is the boss. At the end oI the day, your job is to make the
customer happy. Act accordingly.
68. Differentiate your products. Don't get lost in a sea oI products and services like yours.
Make sure you stand out Irom your competitors.
69. Retain customers as much as you recruit new ones. While you always want to bring in
new business, it's very important to maintain relationships with loyal customers.
70. Provide effective channels of communication. Make sure your clients can contact you
easily and quickly iI they have a problem, concern or question. They can also provide a
valuable source oI Ieedback.
71. Maintain customer data. Use this data to make your customers Ieel special by
remembering occasions like birthdays and anniversaries. It's also helpIul Ior keeping track oI
purchasing preIerences.
72. Segment your customers. Not all customers are alike. Divide your customers into groups
that allow you to provide attention and services that meet each customer's unique needs.
73. Provide effective after-sales services. Don't let contact Iall oII aIter the work is
complete. Make sure your client stays happy.
74. Listen attentively. Pay attention to exactly what clients are asking Ior to help you better
meet their needs.
75. Don't be afraid to say you don't know. It's OK not to know the answer to every
question. It's better to say you don't know and get back to a customer than to try to bluII your
way through a conversation and have to backtrack later.
Keep Up with Change

There is no way to stop the world Irom changing, so Iollow these tips to keep up and ahead oI
the game.

76. Don't fight change. You can't stop markets, trends and technology Irom changing, so
learn to go with the Ilow.
77. Adopt a predictive managerial style. Don't wait Ior things to happen to make a move.
Anticipate problems and provide contingency plans.
78. Test your contingency plans. Waiting Ior disaster to strike is a dangerous way to Iind
out iI your emergency plans will hold. Test them out Irom time to time to Iine-tune them and
make sure they're still relevant.
79. Identify the positives. Even the most negative changes can have positive aspects to them.
Being able to identiIy and maximize them can help make adapting less painIul.
80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change
plans on the spur oI the moment iI the situation requires it.
81. Stay tuned to external factors. Your business is aIIected in many ways by outside
Iactors. Keep abreast oI these so you can anticipate any sudden market changes that would
aIIect how you need to manage.
82. Put in place a Research and Development plan. Encourage innovation and creativity to
stay ahead oI the demand Ior newer and better products and services.
83. Keep an eye on the competition. Don't let the competition get the best oI you. Keep up-
to-date with what they're doing and use it to your advantage in managing your business.
Resolving Problems

Whether problems are internal or external, they can make your management duties a
nightmare iI you don't handle them correctly. Here's how to stay on top oI them.

84. Stand up for employees. II other departments or managers are bearing down hard on
your employees, stand up Ior them.
85. Fix what's broken. Don't waste time placing blame. Take care oI Iixing the problem
beIore dealing with any possible repercussions.
86. Manage and control your emotions. Don't let anger or Irustration aIIect your problem
resolution. II you are emotionally invested in a situation, cool down beIore discussing it or
bring in an outside mediator.
87. Learn when to step in. Some problems might resolve themselves iI you just let them be,
but you need to be aware oI times where you'll need to step in and take control oI a situation.
88. Take the blame. II you've made a mistake, Iess up. It'll give you more time to work on
Iixing the problem instead oI talking your way out oI taking the rap.
89. Get the facts first. BeIore you pass judgment on a situation, make sure you have the
whole story. Listen to employees and reIrain Irom questioning anyone's integrity without Iirst
ensuring that you've gathered all the data.
90. Rise above the crisis. Learn to separate yourselI Irom the problem and rise above the
Iray. You'll be able to think more clearly and make a better decision on how to rectiIy the
issue.
91. Don't ignore problems. A small problem can easily snowball and become something
much more diIIicult to Iix.
92. Try to depersonalize problems. Let employees know that the problem isn't with them
but with their actions. Don't make it personal.
Go Above and Beyond

Managing people isn't just about getting the job done. To truly be a great leader, sometimes
you need to go above and beyond what the job calls Ior.

93. Lead by example. You can talk until you're blue in the Iace, but the best way to get a
point across is to be the model to emulate. Let employees Iollow your lead.
94. Get your hands dirty. Sometimes you need to show your employees that no one's above
doing unattractive tasks.
95. Make a difference to your employees. Don't just be a generic manager stand out as a
leader and role model Ior your employees.
96. Gain your employees' trust and respect. You'll have a much easier time managing
employees when they respect your rules and boundaries and trust your leadership.
97. Be empathetic to personal problems. Whether it should or not, what happens outside oI
work can have a big aIIect on the quality oI work produced. Be sensitive iI employees have
personal issues that keep them Irom concentrating on work.
98. Be unique as a manager. Every position demands something diIIerent and you should be
proud to be adept at your particular role rather than trying to emulate other managers.
99. Remember that ethics matter above all. Be honest and reliable in all oI your business
and personal relationships.
100. Be on the lookout for new ideas. You never know where your next great inspiration
will come Irom.
101. Get to know your employees. Learn more than just their names. Get to know your
employees' Iamily backgrounds, likes and dislikes. Doing so will make you more personable.