Seven Secrets on How to ACE the Corporate Management Game
  [A principled approach with guaranteed results] 

by Joyce M. Coleman

Managers who demonstrate the ability to obtain excellent results through their teams, anticipate change and respond before the need for change results in loss of revenue for their company, and can manage-up are rare jewels.  They bring added value to any company, and are often  highly sought after by headhunters.  Women managers often need this edge simply to get promoted.

Following are seven points that can make you into that rare jewel, a sought-after star who is trustworthy.

1. Get Clarity of expectations

Know what your end game looks like.  Know the boundaries set by your organization.  If you don't have a written account of your organization's objectives, ask for it.  When you get it, clarify any fuzzy features.  Bottom line, you need to know what the honchos are expecting you to deliver.  You must not settle for vague answers; vague results could end your career. Check with your Human Resources department to ensure that you do not violate a corporate Cardinal Rule.  Consider bringing HR in as a member of your team in order to overcome objections, and to assist with Hazards (See # 5) 

 2. Research!

Examine the past! Learn the history of past successes and failures.  Find out the "why's" of each.  This is a critical point; it will ensure that you avoid the pitfalls of your predecessors.  Look at how other companies are handling similar issues.  You can learn something from others, although you may not be able to use the application in the same way. (Note: keep your analytical thinkers close by).

  3. Needs Assessment

  Now that you have a clear vision of expectations (at least as clear as you're going to get), put your analytical hat on (or get assistance from the most analytical person on your staff). What specifically is needed for success?  What core competencies are needed (i.e. communication skills, analytical skills, customer care skills, the ability to finesse top managers, software knowledge, etc.)? Must other kinds of resources be considered? Why? Can resources be phased to reduce initial cost outlay?

A critical need is to have someone loyal to you on your team, someone who will watch your back.

4. Return on Investment

What are the costs of resources needed for the success of your project?  What is the projected contribution to the organization's profits?  Can you lower costs and thereby improve the ROI by exploiting existing resources?  Get support from your boss and partners by outlining benefits of the project, how assets will be used, and how you will continue to protect routine expectations.

5. Teaming

Look within your own team to find those with requisite knowledge and skills.  You'll gain loyalty by recognizing those who have longed to be a player, but perhaps fell on the wrong side of the "favorite" game.  Are you willing to share the spotlight of success with a colleague in order to get needed resources at an affordable price (low/no additional overhead costs)?  If you can handle it, partner with others to gain access to the necessary talent pool.  Get over any pettiness that might prevent you from using the best talent available.  In order to prevent later misunderstandings, outline what each will contribute to the project, how credit will be taken for resultant proposals and findings, and how others on your team will be recognized and rewarded.  Put it in writing.

A word of caution: defuse potentially explosive situations.  Do NOT include a Hazard on your team. (A Hazard is someone who dislikes the organization and authority figures, knows everything, and cannot be "contained").

6. Communications

It is critical to have at least one team member who excels in business reporting.  This attribute will enable the unit manager to stay on top of the project, while attending to the many duties that are commonplace in business today.  An excellent business reporting arm will be able to deliver three critical elements:  succinct identification and presentation of project status;  discreetly keep the manager apprised of potential mine fields so necessary course corrections can me made; and deliver oral presentations or written documents camera ready, with appropriate backup materials included.

Ensure that each team member is aware of the project's vision, expectations, timelines, and his/her personal role, even if it includes vague concepts and unknowns.  Each should be aware of the roles of others, so they can better support them.  Each should also know the reward scheme.  Put it in writing.

7. Performance Recognition

Keep your promise.  Ensure that each team member is appropriately recognized and rewarded for the team's successes.  Departmental and company-wide publications can be used for this purpose.

Team members should be coached on how to use their new experiences and learning to enhance their personal resume.

Joyce Coleman has inspired her readers and audiences to achievement and excellence through her books, articles, speaking and consulting.  She consults online and offline, and has been writing for the internet for over 2 years.   Email Joyce at:mailto: jcoleman@wecareworldwide.com.