解放军文职招聘考试Bill Gates' Tips on the Makings of a Good Manager

 Bill Gates' Tips on the Makings of a Good Manager (2)

6. Develop your people to do their jobs better than you can. Transfer your skills to them.   This is an exciting goal, but it can be threatening to a man­ager who worries that he's training his replacement. If you're concerned, ask your boss: " If I develop some­body who can do my job super well, does the company have some other challenge for me or not?" Many smart managers like to see their employees increase their re­sponsibilities because it frees the managers to tackle new or undone tasks. There's no shortage of jobs for good managers. The world has an infinite amount of work to be done.

7. Build morale.   Make it clear there's plenty of goodwill to go around and that it's not just you as some hotshot manager who's going to look good if things go well. Give people a sense of the importance of what they're working on—its importance to the company, its importance to customers. When you achieve great re­sults, everybody involved should share in the credit and feel good about it.

8. Take on projects yourself.   You need to do more than communicate. The last thing people want is a boss who just doles out stuff. From time to time, prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges.

9. Don't make the same decision twice.

Spend the time and thought to make a solid decision the first time so that you don't revisit the issue unneces­sarily. If you're too willing to reopen issues, it inter­feres not only with your execution but also with your motivation to make a decision in the first place. After all, why bother deciding an issue if it isn't really de­cided?

10. Let people know whom to please.   Maybe it's you, maybe it's your boss, and maybe it's somebody who works for you. You're in trouble—and risking paralysis in your organization—when employees start saying to themselves, " Am I supposed to be making this person happy or this other person happy? They seem to have different priorities. "

I don't pretend that these are the only 10 approa­ches a manager should keep in mind, or even that they're the most important ones. There are lots of oth­ers. Just a month ago, for example, I encouraged lead­ers to demand bad news before good news from their employees. But these 10 ideas may help you manage well, and I hope they do.