ABCs for Management Success
by
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Attitudes for Success
Project a positive attitude. If this does not come naturally to you, then
work on it.
Be an influence to others by having a positive,
upbeat attitude.
Project self-confidence; let others know that you
believe in what you are doing.
Believe in yourself if you want others to believe in
you.
Speak with authority about the things you know, and
others will be more likely to listen.
Show enthusiasm about whatever you are doing. Be a
zealot for taking action.
Be optimistic; have a can-do attitude. The right attitude often counts for more
than aptitude.
Be decisive.
To be a leader, you have to be able to make decisions.
Be a good listener.
You learn more from listening than you do from talking.
Treat everyone with respect. It should not matter who they are or what
they do.
Have an opinion. Know why you feel the way that you
do, and be ready to defend it with facts and data.
Be yourself, but work to be the best that you can
be.
This sounds simple, but most people don’t get it.
Is your job to advise upper management on how they
should do certain things? After all, you have experience doing those things.
Is your job to advise upper management on what they
should do in certain situations? After all, you have experience working on
similar situations.
Is your job to advise upper management on what will
and will not work in your area? After all, you have years of experience doing
the things that work.
This is where frustration, anger, stress, and
depression often set in.
You do not understand why they did not leverage your
expertise before making a decision. They hired you for your expertise, but now
they are not using it.
You could have told them that it was not a good
idea. You have tried that before and
know that it is a bad idea. They hired
you for your knowledge, but now they are not using it.
You could have told them that it would not
work. You have tried that before and
know that it does not work. They hired
you for your experience, but now they are not using it.
Are these things your job? No, they are not your job.
You are confusing what your job is with why you
were hired.
You were hired for your expertise, knowledge, and
experience.
Your job is to use those things to implement the
decisions made by upper management.
The knowledge of what your job is will free you to
do the job you were hired to do.
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About the Book
You need to know what success and being successful
means to you. Know your career
goals. Where do you see yourself in
five years, in ten years?
I have seen many frustrated managers unable to
accomplish their goals because they did not understand how to get what they
wanted, what it took to get there, or even where to start. Some of these same managers were their own
worst enemy.
My purpose in writing this book is to cover some of
the attitudes and behaviors you will need in order to help you be the success
you want to be. These are all things I
have learned over the years from my own struggles as well as from observing
other successful, and unsuccessful, people.
The topics covered in this book are meant to serve as an overview of the
key things you will need to be aware of rather than a cookbook to go by. If you find something in these pages that is
useful to you, something that you were unaware of, something that you need to
improve on, or something that you need to start or stop doing, then I have
succeeded in my purpose.
About the Author
C.J. Hutchinson was born and raised in West
Virginia. She is married and has one
daughter.
She graduated from Lear Siegler Institute with a
Computer Science degree. She worked
five years in the banking industry and six years as an independent consultant.
For eight years she owned and operated a children’s
thrift shop. After one year with
Dollar Bank she spent four years as the CK4 Policy Administrative Director for
Southwestern Life Insurance Company, and three years at Penn Corp Financial as
a Project Manager.
In 1993 C.J. joined GE as the Manager of
Administrative and Corporate Support Systems, in 1998 she became Vice President
of Life and Investment Systems and in 2003 she became the Data Reliability
Leader.