承担责任——你是应该为你的职员的生产力、作用和行为负责的人。
2. Manage Systems - Having effective systems (how we do
things) creates a level playing field for all employees. People come and go,
systems don't. It's always better to blame the system and fix it rather than
blame the person. Without good systems managers are left to manage
personalities which is a management minefield. Good systems include corporate
vision, objectives, values and standards.
管理系统——有一个高效的系统（我们是如何做事情的）创建一个供所有员工“玩”的场所。人来来往往，系统却不会。责备一个系统并修改它总是比责备一个人好。没有一个好的系统，管理人员只能去管理“个性”了，那是管理人员的雷区。好的系统应该包括全体的目标、价值和标准。
3. Acknowledge the Differences - Everyone does not think the
same way you do. They may have different motivations, values and standards.
Understanding human behavior is very important and something that, for most of
us, is a lifelong practice. Embrace the differences and put them to use.
承认差异——每一个人和你的想法都是不一样的。他们也许有不同的动机、价值和标准。理解人的习惯对我们大部分人来说是非常重要的，它甚至需要花费我们一生的时间。拥抱这些差异，并利用这些差异。
4. Delegate - Hand over the technical/tactical work and teach
them how YOU do it. Set quantifiable objectives and make staff accountable to
them and, most importantly, give them the opportunity to come up with a better
way to do it. If you aren't delegating responsibility (teaching and training)
you are abdicating it, and with abdication follows a loss of control by
managers.
委托——交出技术上/策略上的工作，并教他们你是怎样做的。设置一个可以量化的目标，要求员工对它们负责，更重要的是给他们机会去提出一种更好的处理方式。如果你不把责任下放，跟随而来的将是对管理失去控制。
5. Innovate - Seek better ways to do it. Innovative companies
listen to their customers and their staff and then change to meet their needs.
Create a system for change.
创新——寻找更好的方法。创新的公司聆听他们的顾客和他们的职员，然后去满足他们的要求。为创新创建一个系统。
6. Hire the best - Hire the right person the first time. Seek
out best hiring practices and interview with technical and behavioral
questioning. Always, always call at least 2 professional references. Provide a
compelling reason for someone to want to come to work with you and provide them
with the tools to deliver your objectives. The cost of replacing a staff member
is at least 1.5 times the incumbents annual salary.
雇佣最好的——在第一时间雇佣正确的人员。用技术和性格问题找出最好的雇佣的实践和面试。至少带两个专业的顾问。为一个想和你一起工作的人提供一个强制的理由和工具让他去实现你的目标。替换一个职员的开销是现在职员薪水的1.5倍。
7. Communicate Effectively - Don't assume they understand you
as some will require different learning methods and/or require repetition. Tell
your staff what your vision and objectives are and set standards - "How we
do it here". Include your staff in the decision making and planning
process.
高效地沟通——不要假设他们理解你，就像有些人会要求不同的学习方法和/或要求重复一遍。明确地告诉你的职员你的目标是什么然后设定一个标准——“在这里，我们是怎么做的”。把你的职员包括在决定的制定和计划过程中。
8. Document Systems and Processes - This will ensure everyone
understands exactly what is expected of them, clears away ambiguity, introduces
accountability and reduces the cost and time to train.
文档系统和过程——这将使每一个明确地理解什么是他们被期望的，清楚误会，解释责任，从而降低培训的开销和时间。
9. Listen - Look at them directly in the eye and let them
finish before you speak. The closer your staff is to the customer the closer
you need to listen. If your staff is not close to the customer then have them
and yourself take front line jobs for at least 1 week every year. It's amazing
how customer service or quality is re-prioritized when the customer is
complaining directly to you!
聆听——看着他们的眼睛，并且在你说话之前，让他们先说完。最接近客户的职员是你最应该聆听的人。如果你的职员没有接近客户的，那么使他们和你自己工作在第一线至少一星期每年。当顾客跟你直接抱怨的时候你就会发现顾客服务和质量是多么重要的。
10. Gather Feedback from customers (internal and external) -
It's a lot like listening except that you are formally asking them to respond. Make
it a part of your productivity reviews. Conduct random and/or anonymous surveys
related to individual and team performance.
从顾客（内部的和外部的）获取反馈——除了你正式的要求他们反馈之外，这跟聆听非常类似。使它成为你复审你的生产力的一部分。组织有关个人和团队效能的随机的和/或匿名的调查。
11. Review Productivity and Performance - For all staff, at
least annually - Use quantifiable criteria and objectives. Set individual
goals. Ask staff to rate your performance.
复审生产力和效能——对每个职员，至少每年一次——用可度量的标准和目标。设置个人目标。请职员评价你的效能。
12. Leverage Information Technology wherever possible - Shared
client/contact records with documented communications ensures consistency and
efficiency. It should reduce or remove manual intervention and return value to
internal and external customers. The data can be leveraged for more effective
marketing and sales.
可能的话利用信息技术，用文档交流保证分享顾客/联系信息的一致性和有效性。这应该降低或取消人为的干预，并且把结果返回给内部的和外部的顾客。这些数据可以促进更高效的市场和营销。
13. Provide Motivation & Praise - Reward the achievement
of groups or individuals when they meet or exceeded objectives - Share group
successes. Praise in public and reprimand in private.
提供刺激和奖励——奖励那些完成或超额完成任务的组或个人——分享团队的成功。公开奖励，私下惩罚。
14. Provide Inspiration - Set the standards and live by them -
(do unto others) Create standards for general behaviour, customer service,
quality, etc... !
提供灵感——设置一个标准并根据它们“生活”——（也推广到其他人）创建一个标准去产生好的行为、顾客服务和质量等等。
15. Ask Questions! - Answers will change over time but the
questions will always be the same. "Can we do this?", "How many
will you need this year?", "Where do you see yourself in 5
years?", "When is the best time to contact you?", "How are
we doing?", "How can we do this better?", "Will we still be
able to meet this deadline?", etc...
题问——随着时间的推移，答案会变，问题也会变。“我们能做这个吗？”“你今年需要多少？”“5年之后你是怎么样的？”“什么时候联系你最好？”“我们做得怎么样？”“我们怎样才能做得更好？”“我们还能按时完成吗？”等等。
16. Remember that you are a Manager - A significant
portion of your job is to know what your people are doing; it is not
to do their work instead of letting them do it. Another significant part of
your job is to know how their project(s) are progressing and whether they need
more or less work to do.
记住你是一个管理人员——你工作的一个重要部分就是去了解你的员工在做什么；不是要替他们做而是要让他们做。另一个重要部分是去了解他们的工作是怎么做的，他们是否需要更多或更少的工作。
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