At my company, in addition to regular team meetings and one-on-one sessions between managers and employees, we use mass gatherings periodically and e-mail routinely to communicate what we expect from employees If a reviewer or customer chooses another company's product over ours we analyze the situation carefully. Wesay to our people, "The next time around we ve got to win. what will it take? what's needed? " The answers to these questions help us define success. 5. To be a good manager, you have to like people and be good at communicating. This is hard to fake. If you don t genuinely enjoy interacting with people, it'll be hard to manage them well You must have a wide range of personal contacts within your organization. You need relationships--not necessarily personal friendships--with a fair number of people, including your own employees. Youmust encourage these people to tell you what's going on (good or bad)and give you feedback about what people are thinking about the company and your role in it 6. Develop your people to do their jobs better than you can. Transfer your skills to them This is an exciting goal, but it can be threatening to a manager who worries that hes training his replacement. If you're concerned, ask yourAt my company, in addition to regular team meetings and one-on-one sessions between managers and employees, we use mass gatherings periodically and e-mail routinely to communicate what we expect from employees. If a reviewer or customer chooses another company’s product over ours, we analyze the situation carefully. We say to our people, "The next time around we’ve got to win. What will it take? What’s needed?" The answers to these questions help us define success. 5. To be a good manager, you have to like people and be good at communicating. This is hard to fake. If you don’t genuinely enjoy interacting with people, it’ll be hard to manage them well. You must have a wide range of personal contacts within your organization. You need relationships--not necessarily personal friendships--with a fair number of people, including your own employees. You must encourage these people to tell you what’s going on (good or bad) and give you feedback about what people are thinking about the company and your role in it. 6. Develop your people to do their jobs better than you can. Transfer your skills to them. This is an exciting goal, but it can be threatening to a manager who worries that he’s training his replacement. If you’re concerned, ask your