Learn This Blueprint for Perpetual Management Success

Hey manager! We understand that every manager has a different style, and every management situation has a style that will work best for that team in that time and place. But that doesn’t mean there are not a few solid gold guidelines for management success.

Learn to love what you do.

Yes, enjoying your work is important, but too many people get derailed by questing after “work they love” when they could be loving what’s right in front of them. Have you really stopped to ask yourself why you’re doing what you’re doing … and not in a “gad, It’s Monday again…” kind of way? As a manager, this is not about making the best of a frustrating situation or learning to work within the system. This is about learning exactly how you can maximize your time and talent to help your team gel and help your department run the best it can. When you are succeeding, and you know you’re making a difference, you can more easily learn to love what you do.

Invest well in your team.

Speaking of teams, the best managers work on as well as with their teams. When your team doesn’t grow, you artificially limit your production potential. Do you really want to have the same maximum level of success next year as you do this year? If not, you need to invest in your team. While training and personal development may seem like a frivolous expenditure, it’s much cheaper and more beneficial than a constant hiring cycle. So, instead of trying to upgrade your team through replacement, build a better team by investing in the people who have already joined your team.

Plan for growth.

Sometimes, success can be a killer. That sounds bizarre to someone who hasn’t been in the situation watching demand for their service grow beyond capacity to deliver that service well, but for those who lived through it, there is no more harsh lesson. One day the money is rolling in, and the next, employees are frustrated, and customers are livid. A solid, workable plan for scalability is a vital necessity in any business situation.

Study your market.

Your market today will not be your market tomorrow. If you don’t understand what that means, just ask Borders or Circuit City or Radio Shack. Not to pick on those brands, but they are strong examples of what it means to fail to adapt to a changing consumer marketplace. When people went elsewhere, they didn’t change, so now they can’t. Meanwhile, competitors not only survived, they thrived.

So, what about it, manager? Are you employing any of these management success opportunities in your business? Anything you would add to the list?

David Milberg is a credit analyst in NYC.