要做好一個(gè)成功的經(jīng)理人并不是那么容易的事。接下來小編為大家整理了如何做一個(gè)成功的經(jīng)理人，希望對(duì)你有幫助哦!

　　- Stay focused.

　　Your job is to manage the department, not become friends with your employees or do their jobs if they can’t. Make sure you have a clear job description and then sit down with your supervisor and find out exactly what expectations he or she has for you.

　　工作專注。你的工作是管理某個(gè)部門，而不是去成為雇員的朋友或者如果他們不行的話就去做他們的工作。確保你清楚自己的工作職責(zé)，然后坐下來和你的上司弄清楚他/她對(duì)你有什么期望。

　　- Go through the job description line by line.
Prioritize the tasks and find out what any vague wording exactly means. Then it is the time to ask questions and to point out any tasks that you feel aren’t under your control.

　　逐字仔細(xì)閱讀工作描述。把各項(xiàng)工作的優(yōu)先次序區(qū)別開來，然后弄懂那些模糊的措辭確切指的是什么。接下來的時(shí)間是提問題，并把你認(rèn)為不是你的管轄范圍內(nèi)的工作指出來。

　　- Involve your staff.

　　Chances are your older employees have seen it all. They will be able to tell you what’s a potential problem and what isn’t. If you’re asked to solve a problem, go to them for advice before you try to come up with anything on your own.

　　請(qǐng)教你的員工。老員工經(jīng)歷過所有的事情。他們能告訴你什么是潛在的問題，什么不是。如果有人要你去解決一個(gè)問題，在自己設(shè)法想出任何法子之前先去聽聽他們的高見。

　　- Don’t make massive changes all at once

　　. New managers frequently want to come in and totally redesign processes and systems to show how smart they are. There may be some necessary but for the first few months, keep things the way they are. Chances are the systems and processes have a history and have good reasons for being in place. If there are major areas you could change right away, you’ll still look like a more thoughtful manager if you ask for advice and get input from others, then propose a change in a reasonable timeframe.

　　不要一下子做出大幅度的改動(dòng)。新上任的經(jīng)理通常想一步到位，并重新制定所有的方法和制度，以炫耀他們有多聰明。改動(dòng)也許有必要，不過不是在最初的幾個(gè)月里，剛開始時(shí)要保留原來的東西。那些制度和方法有一段歷史了，它們有它們存在的好理由。若是你可以馬上進(jìn)行大幅度改動(dòng)，那么先征詢建議并聽取別人的意見，然后在一個(gè)合適的時(shí)間提出改動(dòng)，這樣你更像個(gè)考慮周到的經(jīng)理。

　　- Be a good communicator.

　　Employees respect a manager who tells them what they did wrong without laying blame - you’ll go far with your employees if you admit a mistake you made before you talk to them about mistakes they’ve made. Employees also look for a leader who knows when to pass on important company information, when to go to the next level with a concern, and when to crack down on the rumor mill.

　　進(jìn)行良好的溝通。雇員敬重那些告訴他們做錯(cuò)了什么，而沒有去指責(zé)他們的經(jīng)理——如果你在對(duì)雇員說他們犯了什么錯(cuò)誤之前先承認(rèn)你犯了一個(gè)錯(cuò)誤，雇員會(huì)更加敬重你。雇員還希望領(lǐng)導(dǎo)知道什么時(shí)候傳達(dá)公司的重要信息，惦記什么時(shí)候去找上一級(jí)領(lǐng)導(dǎo)，以及什么時(shí)候進(jìn)行辟謠。