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Brilliant Manager, 3rd Edition by Dr. Nic Peeling

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CHAPTER 9
Key
management
themes
M09_PEEL3231_03_SE_C09.indd 175 20/09/2010 14:44
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T
here are several key themes that underpin all of manage-
ment. Some of them have been touched on in earlier
chapters. This chapter brings them to the surface and
looks at them as a whole.
Managing the dependencies
Although this book discusses different aspects of management
in isolation, you must consider them as a whole. Your leadership
style must be appropriate to the culture you are creating. The
team’s culture must be appropriate to the sort of business you
are in, and the customers you sell products and services to. Your
business must fit your team’s capabilities. Your team’s organisa-
tion and processes must fit the culture and your business. The
team culture must be matched to your organisation’s culture.
Your recruitment process must match the culture and the busi-
ness needs . . . and so on. Managing these dependencies well is
one of the aspects that separate the brilliant manager from the
good manager.
The golden rule
Your own personal behaviour sets the example that your team
will follow. There is no way I can overemphasise the importance
of this golden rule. It does not matter how well you can talk the
talk, what matters is that you can walk the walk. The power of
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178 brilliant manager
the golden rule comes into its own if you have strong principles
on which to base your actions.
Principles and integrity
Management is so much easier if you want to use your power
to make things happen. It is also much easier if you have a clear
view of right from wrong. If you have a strong foundation on
which to base your behaviour, you can behave naturally and,
naturally, you will behave consistently. From my personal obser-
vation I believe that the ‘right thing’ is nearly always the smart
thing. Most people can use their intellect to deduce what the
right thing to do is in most circumstances. The golden rule will
ensure that those managers who behave in a principled way will
be respected. Your staff will not respect you less, and may even
respect you more, if they know that you are using your intellect,
rather than your nature, to behave well.
The straight bat
Another example of the application of integrity is to use what
I call the straight bat approach to tricky management problems.
In situations where you are unsure of people’s motives or reac-
tions, I recommend that you play
the situation from a principled view
of trying to do the right thing. There
are three great advantages of this
approach. First, from my own per-
sonal experience, it is as effective, and often more effective, than
more sophisticated tactics. Second, it is very easy to defend your
actions, and often people will respond to honesty with honesty.
Last, if everything goes pear-shaped and you get shot, then you
can console yourself with the thought that you tried to do the
right thing and that your problems are not the result of playing
the politics wrong.
your problems are not
the result of playing the
politics wrong
M09_PEEL3231_03_SE_C09.indd 178 20/09/2010 14:44

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