Richard Templar is an astute observer of human behavior and understands what makes the difference between those of us who effortlessly glide towards success and those of us who struggle against the tide. He has distilled these observations into his Rules titles. More than 1 million people around the world have enjoyed and now play by Richard Templar's Rules.
These kinds of books usually tend to be boring and full of unnecessary paragraphs. However, I found "The Rules of Management" to be interesting. It consists of 107 rules with each rule summarised in 1.5 pages. The book is divided into two sections: 1) managing your team, 2) managing yourself. I liked the first section more. I would definitely go back to some rules on the book from time to time.
Richard Templa in The Rules Of Management sets out to write the 鈥渦nwritten鈥� rules of management 鈥� the things they don鈥檛 teach in training courses and management textbooks. He suggests that readers will know all or most of the content already 鈥淵es, it is all really bleeding obvious鈥�, but many will not be applying the rules on a regular basis. Templa鈥檚 aim is to have the reader think a little more about each rule and ask 鈥渨hether or not you do it鈥�. The book is split into two parts; managing your team and managing you.
By a stroke of good fortune, luck or really good planning, Templa comes up with exactly 100 Rules of Management 鈥� everything from 鈥淗old effective meetings 鈥� no, really effective鈥� (Rule 4) to 鈥淒on鈥檛 cut corners 鈥� you鈥檒l get found out鈥� (Rule 98). So, it has a very comprehensive coverage of everything to do with getting results through other people.
Most of the 100 rules are valid and appropriate. Although I am not an avid fan of Templa鈥檚 conversational style in The Rules Of Management (that鈥檚 a personal observation, as other readers may find it quite appealing), my suggestion for improving the book is in 鈥渁pplication鈥� of the 100 rules. For example Rule 2 states 鈥淜now what a team is and how it works鈥� and gives a brief summary of Belbin鈥檚 nine team roles. However, there is no explanation of how to identify these within a team nor how to use them. This is a major failing of the book.
Templar has achieved his purpose 鈥� to write the unwritten rules of management. It鈥檚 also likely to get managers thinking about what they should do. If you鈥檙e looking for an easy to read book (most rules are covered in two pages or less) on identifying what鈥檚 required to be a manager, then this book maybe for you. However, if you want to find out how to apply many of the unwritten rules, then you鈥檒l need to go to some of the referenced source material or other application type books.
Asta e o carte foarte valoroasa din punct de vedere a continutului prin prisma faptului ca prezinta o latura a managementului care nu se invata la cursuri. Limbajul, insa, e unul simplist si simt ca-i stirbeste din valoare. Ce-i drept, eu am citit o traducere (destul de precara) de la editura Niculescu din care transpare foarte usor exprimarea din limba engleza. Dar cred ca traducerea e cumva pe masura materialului original.
Bana 枚yle geliyor ki, en etkin liderler, hi莽bir zaman 'ben' demeyenlerdir. Kendilerini 'ben' dememek i莽in e臒ittiklerinden de臒il. D眉艧眉n眉rken 'ben' diye d眉艧眉nmezler. Hep 'biz' diye d眉艧眉n眉rler, 'bizim ekip' diye d眉艧眉n眉rler.
A witty and insightful book with nuggets of wisdom throughout. The author imparts crucial principles of management in reader friendly fashion. Highly recommended for those who want to improve on their managerial flair. 鈥淗ead up, not head down鈥� - Rule 62 馃挭馃徎
[return][return]I like to buy the occasional personal development book, and this was a) cheap and b) the best-selling such at Heathrow Airport so I bought and read it pretty quickly. It's simply 100 top tips for managers, each explained in one or two pages, not in fact very well structured except that the first third are things to do with your team and the rest are things to do with your own work habits. A couple of ideas that gave me pause for thought, but I must say the other books I've read in this genre were much more potentially useful.
Buku bagus untuk para manajer, calon manajer, atau yg masih jauh dari manajer. Paling ga kita adalah manajer bagi diri kita sendiri. Di buku ini dijelaskan secara point list hal-hal yang sebaiknya dan tidak dilakukan oleh seorang manajer. Melihat meja kerja kita sendiri adalah cara termudah menilai apakah kita seorang manajer yang baik atau tidak. Berantakankah atau tersusun rapi? Inti buku ini adalah kemampuan berkomunikasi, menjaga konsentrasi, kemampuan belajar di bawah pressure kerjaan lain, dan disiplin. Mungkin sudah sering kita dengar dari orang lain. Tapi menemukannya kembali dalam satu buku dengan contoh2 real sungguh menyenangkan. Highly recommended deh untuk di baca.
This is my second book from the rules series written by Richard Templar, Here's what I love about his books, they are short, to the point, and full of key messages no repetition, no fluff.
His book the rules of work has taught me a lot and has helped me reach higher positions at work and this book has truly helped me understand and learn how to manage the team like a true rules player.
The book is full of good rules to help you manage your team, and rules to manage yourself, which is more important.
Totally recommended I would suggest you read the rules of work then you level up to this one.
The Rules of Management is a simple set of rules for managers to follow, both with themselves and their teams. These 100 rules are simple rules you probably know already, but the book puts them in an interesting way, reminding you of them, and giving you some beautiful advice about management.
I would recommend that anyone who is interested in the communication between a manager and an employee (that includes both, the manager AND the employee), to look at this book.
Of course knowing these rules is one thing, but applying them? That's another story altogether ...
I would say that the book is more fit and valuable for those working in a super corporate world with strict internal rules. Otherwise, there were things I did not agreed on and things that offered some really great insights. 3/5 馃専
This was an awesome read. I loved how Richard gave us these rules of managing ourselves and others. One key takeaway for me is that managers don't manage people; they manage situations and projects. I found that to be the truth for me. As a former manager, I gave instructions, guidelines, directions, motivation, etc to my team so that they can understand their job and the roles they play in the organization. I cannot mange their emotions; I can manage mine. I can't manage their responses, I can manage mine. The best thing managers and anyone who is in any supervisory role can and should do is understand that you set the tone for how your team operates. In turn, you allow your team to handle the workload. You, as the manager get to manage and handle the various situations as they arise and the many projects that occur. Once you know how to manage the self, you can then set the tone to manage what I mentioned previously. Remember, all leaders are managers, but all managers are not leaders.
Mmm The Rules of Management by Richard Templar is a great and simply laid-out guide to effective management, offering valuable insights on managing both yourself and your team. Divided into clear, digestible sections, the book focuses on practical tips and timeless principles that are easy to implement, regardless of your experience level.
I thoroughly enjoyed reading this book. It not only reinforced what I am already doing well in my role but also reminded me of areas where I can continue to grow and refine my approach. Templar鈥檚 straightforward writing style and actionable advice make it an engaging read, whether you鈥檙e new to management or a seasoned leader seeking a fresh perspective.
This book is an excellent resource for anyone looking to become a more confident, balanced, and effective manager. Its relatable examples and no-nonsense guidance are perfect for reflecting on your own practices and setting clear goals for improvement. Highly recommended for managers at any stage of their career.
Richard Templar makes everything easy through his rules. The Rules of management are great rules, especially, for the senior manager. They give value to who managing the team. Being a manager is an ongoing learning experience, andy he says: management is an art and science. It's totally right when he says, encourage people because the more responsibility you give, the more you trust them, the more praise them, the more you encourage them, the more they'll give you in return. Here I'd like to add this also, nothing teaches us better than a better competitor, and why? How? What? The book involved of two parts, the first part about how to manage your team and the other about how to manage yourself. Use key, - Accept their limitation - Encourage people - Respect individual differences - Listen to ideas from others - Work hard - Be creative - Share what you know - Ask questions - Be aware of your responsibilities