[sig]<p>William H. Bernhart, P.E.<br><a href=mailto: > </a><br><a href= > </a><br>I work as a development engineer for AMP - Tyco Electronics located near Harrisburg, PA. I help design interconnections and electrical connectors for aerospace applications.[/sig]
"PEOPLE DON'T CARE HOW MUCH YOU KNOW UNTIL THEY KNOW HOW MUCH YOU CARE."
I LEARNED THIS QUOTE AT A MANAGEMENT SEMINAR. IT HAS SERVED ME WELL. [sig][/sig]
I like that DP, one I remember my trade school instructor telling me for somebody that wants to move up "be good to people on the way up the ladder, you're gonna' need them on the way down"...Mike [sig][/sig]
Thank you Mike. QShake asked for reference material. I hesitate to suggest this because most are probably familiar with Steven Covey's "Seven Habits of Highly Effective People." I like how he splits up goals/ objectives based on two criteria. While establishing priorities Steven suggests asking oneself 1)Is is important? Or how important is this to me to achieve my long term goals? 2) Is it critical? Does this need attention right now?
Examples of critical and important: 24 hr. notice from the electric co., family crisis
Examples of critical and not important: phone calls, interruptions
Examples of important and not crititcal: daily exercise, advanced education seminars
Examples of not important and not critical: opening the mail, reading the ads, wasting time on the internet opps....gotta go
Steven says avoid living in the critical/important mode. Take care of things before they get to the critical stage. He endorses taking equal care of the goose as the golden eggs the goose is producing. [sig][/sig]
for relevant book titles and descriptions. You may particularly want to consider a three-book series by Vijay Verma called the "The Human Aspects of Project Management". (These and most other books of interest that I found on the site were also available for loan at the engineering library of my local university).
Qshake read the books, than toss'em. People rarely fit into general catagories. Ask the people you manage. It doesn't have to be all fuzzy wuzzy and you can do it indirectly, but pay attention to what they are communicating. Time would be better spent talking and in discussion with the people you manage. Allow them an opportunity to help you manage them. Most people willingly follow a leader, but you need to give them a reason to follow. People don't often follow the words of a book they follow the author.
Never expect someone to carry out a task that you're not
prepared to do-Lead by example(people do as you do,NOT as you say)
jobeths advise is sound,I have read many of Dale Carnegie's books and swear by them.
