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6CreativeBusinessx14SeptemberOctober2011hetheryouworkaloneorsupervisedozensofemployeesmanagingisakeyelementofbusinesssuc-cess.Fewthingsevergetdonewithoutinvolvingoth-ers.Andhowwellothersrespondisoftenthedecidingfactorinax1drmx19sefx1dciencyandprox1dtability.Managingisnotalwaysastimulatingactivityforsomeonewithamoreartisticthanorgani-zationalmindset.Atitsheartthougharejustafewprinciplestomaster.Thetensummarizedherex14ourchoiceofthemostimportantonesforcreativesx14provideastrongfoundationforbusinesssuccessandpersonalsatisfaction.1BECONSISTENTFirstandforemostgoodman-agementisaboutconsistency.Theexpectationsofothersx14employeesandclientsx14drivesmuchofthewaytheythinkactandrespondtoanysituation.Whenothersknowwhattoexpecttheirinterestsbecomemoretransparentproductivediscussioniseasierandpoten-tialcrisesdroptomerepossibleconcerns.Whenothersdonx19tknowwhattoexpectitworkstheotherwayaround.Inparticulararbitrarybehav-iorbythebossisamongthemostcommoncomplaintsofemployees.Manyofthechal-lengesfacedincreativesx19jobscanx19tbeforeseensoemployeesx19onlyguideiswhatpastexperi-encetellsthemwouldbeacceptable.Evensecureemploy-eesareoftenreluctanttomakeInrmsofuptoacoupledozenemployeeseverythingcanbeultimatelydelegatedexceptexecutiveandduciaryresponsibilities.Inlargerrmsstrategicdecisionsaretheonlyresponsibilitiesthatcanx19tbe.Yetprincipalsaretoooftenreluctanttodelegateastheirrmsexpand.Sometimesitx19sbecauseoflowpriorityx14x1cWhenIgettimeIx19llgetaroundtoit.x1dOthertimesegoisinvolvedx14x1cNooneelsecouldhandlethingsthewayIcan.x1dWhateverfailingtotapintotheemployeegenepooldeprivesarmofnewideas.Delegationalsoforcesprincipalstoinstitutionalizeandruntheirrmsmoreasnormalbusiness-eslessaspersonalefdoms.Thecostofanoccasionaldel-egationfailurewillbelessthanthesavingsfromincreasedpro-ductivity.4WORKWITHTHEBESTDonx19tscrimpwhenhiring.Gettheverybestemployeesyoucanafford.Whatyoux19llgetbackinincreasedproductivityandquali-tyshouldmorethanmakeupfortheextracost.Alsoselectfordiversityneverfortheirsimilari-tytoyourstyleorexperience.Anddonx19tworryaboutemploy-eesultimatelymovingoneventostarttheirownbusinesses.Whatyoux19llgetbeforethenwillmakehiringagoodinvestmentespeciallyiftheyarecoveredbybindingnon-competeagree-ments.Choosethebestsupplierstoo.Theirperformancereectsonyou.Andnotleastbeproactiveingoingafterwhoyouwouldliketodobusinesswith.Theorgani-zationsafirmworkswithandwhatitworksonaffectprinci-palsx19satisfactionandemployeedecisionsandtakechanceswhentheyareunsureofhowthebosswouldreact.Asaresultmotivationandcreativitysuffer.Makelogicalmoreorlessconsistentdecisionsandstickwiththem.2AVOIDMICROMANAGINGExcessiveinvolvementbythebossisalsohighonthelistofharmfulmanagementtraits.Commoninallsmallbusinessesitcanbeparticularlydestructiveincreativermsbecausetheyaresodependentontheenergyandinnovationofemployees.Principalswhooverdirectconfusetheimportanceoftheirownpersonalpreferenceswithwhatisintheirrmx19sbestinter-ests.x1cMynameisonthedoorsowedothingsmywayhere.x1dThebiggerthermthemoredamagingthisperspectiveis.Thecostofmicromanagingcanbehighbecauseitdemoral-izestheveryindividualsthermdependsonforefciencyandqualityitdecreasesthermx19smarketopportunitiesbyhomog-enizingitsproductsanditspreadsprincipalstoothindirectingtheirenergiesawayfromthefunctionsonlytheycanhandle.Principalsshouldsetax1ermx19sstandardsandmakesuretheyareobserved.Employeesshouldbelargelyleftalonetodecidethebestwaytomeetthem.3LEARNTODELEGATEHavingothersdothingscheaperandbetterisatime-provenwaytomakeabusinessmoreprof-itable.Andnotjustinmulti-per-sonrms.Forinstanceprepar-ingyourowntaxreturnsratherthanemployinganaccountantcouldbeacostlymistakeevenforthosewhoworkalone.TenPrinciplesForManagingYourselfEmployeesClientsIMPROVINGPRODUCTIVITYW