I’ve been on both sides of the management coinboth being told what to do and now managing others.

Currently, I’m CEO ofUpdateZen, and in the past, I’ve reported to a CEO.

Let’s dig in.

Golden Rule #1: Treat Everyone with Respect

Sounds obvious, but you’d be surprised.

In any event, great management and teamwork starts here.

In short, when you treat people with respect, they end up liking you more.

And if they like you, they’ll want to help you achieve your goals.

When you’re building a team or company, you simply can’t afford to lose great people.

Treat them with respect and you’re one step closer to keeping them on your team long-term.

Golden Rule #2: Encourage Dissent

What?

But it’s a risk worth taking.

In all “knowledge” businesses, you need people executing creatively at the highest level.

And to do great things, you and your people need to consistently think outside the box.

Which is why you should encourage them to express their disagreements.

I encourage my people to fight for their ideas if they feel strongly about them.

I don’t want them throwing crap against the wall and seeing what sticks.

I want them to do a deep dive and really formulate a strong case for their idea.

They feel more ownership if their team ultimately incorporates some of their ideas.

Nothing should be held in higher regard.

I want the best ideas out there.

I don’t care where those ideas come from.

I love being proved wrong.

First, it means I’ve learned something.

And when I do, I’ll always articulate to my team why, and then move on.

I’ll hear them out and strongly consider their reasoning.

Sometimes I’ll even ask them to put a number on their conviction.

“On a scale of one to ten, how strong is your conviction?”

That is your job.

And when you do, be decisive, be clear, explain your decision… and then move on.

If I smell even a hint of passive-aggressiveness, I’m done.

The employee begrudgingly does the work.

Maybe that works with your children , but it will surely backfire with your team members.

Your team members need to know that they are part of a larger purpose.

They need to know that whatever task they’re doing ties into the larger company goals.

They need to know that their work matters.

I can’t overstate this.

They’ll be making macro- and micro-decisions throughout any given project.

If you want them making optimal decisions at optimal times, arm them with the why.

They must understand exactly what they need to do, and why.

Sure, give your team members some color, some background, and certainly any necessary context.

Be aware that brevity can sometimes be confused with curtness.

I have managed my share of troublemakers in the past, even in the very recent past.

And truth be told, I’ve been managed by troublemakers, too.

You will never regret it.

They probably know that they aren’t an ideal fit.

More importantly, the rest of your team probably feels the same way.

And you acknowledge that their passion, creativity and self-motivation are more important than anything else.

So guess what: you better make it fun to work with you.

Give your people the freedom to and the support to push the envelope and think outside the box.

More than anything, confirm they wake up in the morning with a passion to come to work.

confirm they care about your mission.

The most creative minds want to work on something unique and special and important and consequential.

Give it to them.

Tell them all about thewhyand thewhat.

And then give them the freedom to get their job done as they see fit.

If they have fun, the work will benefit.

Paul Ruderman is founder and CEO ofUpdateZen.

Image bySentavio(Shutterstock).

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