The first step to being a successful manager by admitting you don't have all the answers. Your co-workers know that you can't solve all the problems by yourself, so they will be watching to see what you do.
要做一个成功的经理人第一步就要承认你不是全能。你的同事了解你一个人不可以解决所有些问题，因此他们会注意你做的事情。
Top management at your company also knows you won't have the answers and are looking to see how you find them. Be yourself and remember that your failures will be forgiven if you are honest and tried to do the right thing.
企业的高层管理人也了解你不是了解所有问题的答案，他们看你怎么样找到答案。做你一个人，记住你的失误会得到谅解的，只须你是诚实的，而且你本想做正确的事情。
所以，你必须要注意的，是下面大家给你的建议：
- Stay focused. Your job is to manage the department, not become friends with your employees or do their jobs if they can't. Make sure you have a clear job description and then sit down with your supervisor1 and find out exactly what expectations he or she has for you.
工作专注。你的工作是管理某个部门，而不是去成为雇员的朋友或者假如他们不可以的话就去做他们的工作。确保你了解我们的工作职责，然后坐下来和你的上司弄了解他／她对你有哪些期望。
- Go through the job description line by line. Prioritize the tasks and find out what any vague wording exactly means. Then it is the time to ask questions and to point out any tasks that you feel aren't under your control.
逐字仔细阅读工作描述。把各项工作的优先次序不同开来，然后弄懂那些模糊的措辞确切指的是什么。下面的时间是提问题，并把你觉得不是你的管辖范围内的工作指出来。
- Involve your staff. Chances are your older employees have seen it all. They will be able to tell you what's a potential problem and what isn't. If you're asked to solve a problem, go to them for advice before you try to come up with anything on your own.
请告诉你的职员。老职员历程过所有些事情。他们能对你说什么是潜在的问题，什么不是。假如有人要你去解决一个问题，在自己设法想出任何法子之前先去听听他们的高见。
- Don't make massive2 changes all at once. New managers frequently want to come in and totally redesign processes and systems to show how smart they are. There may be some necessary but for the first few months, keep things the way they are. Chances are the systems and processes have a history and have good reasons for being in place. If there are major areas you could change right away, you'll still look like a more thoughtful manager if you ask for advice and get input3 from others, then propose a change in a reasonable timeframe.
不要一下子做出大幅度的改动。新上任的经理一般想一步到位，并重新拟定所有些办法和规范，以炫耀他们有多聪明。改动或许有必要，不过不是在刚开始的几个月里，最初时要保留原来的东西。那些规范和办法有一段历史了，它们有它们存在的好理由。如果是你可以立刻进行大幅度改动，那样先征询建议并听取其他人的建议，然后在一个适合的时间提出改动，如此你更像个考虑周到的经理。
- Be a good communicator. Employees respect a manager who tells them what they did wrong without laying blame - you'll go far with your employees if you admit a mistake you made before you talk to them about mistakes they've made. Employees also look for a leader who knows when to pass on important company information, when to go to the next level with a concern, and when to crack down on the rumor4 mill.
进行好的交流。雇员敬重那些告诉他们做错了什么，而没去指责他们的经理假如你在对雇员说他们有什么错误之前先承认你有一个错误，雇员会愈加敬重你。雇员还期望领导了解什么时间传达企业的要紧信息，惦记什么时间去找上一级领导，与什么时间进行辟谣。
Remember, your job is to facilitate5 the work of your employees, but not to do it for them!
记住：你的工作是使雇员的工作更容易，而不是为他们做事！
