My definition of a great manager is one who “gets things done through people”; if you want it right you don’t always have to do it yourself. In addition, there is a quote by the philosopher Lao Tzu that I absolutely feel sums up a great leader: “Go to the people. Live with them. Learn from them. Love them. Start with what they know. Build with what they have. But with the best leaders, when the work is done, the task accomplished, the people will say "We have done this ourselves".

Leadership: * Be a servant manager – Take a humble approach with your direct reports (supervisors) and work for them, and not the other way around. Treat your direct reports and their employees with dignity, stay focused on the moment and do not multitask when speaking with employees, never interrupt them, listen to them intensely, smiling, saying please and thank you, acknowledge and welcome the contributions of your staff, quickly admit your mistakes, apologize as needed, never have to be the smartest person in the room, spend time on the front lines with your staff, and engage your customers. * Be a positive leader – You will set the tone for the entire staff in your department. If you are down and acting as if you are fighting against the world your staff will feel that same way. Your example is the personality reflected throughout the entire department. I expect you to be a positive leader. You are always setting an example for your staff to follow. Is it a good example, or a bad example? * Be a relation“ship” builder – Begin and end every interaction with your peers, direct reports, employees, and clients on an upbeat sociable level: get to the business and then exit the interface on a friendly level. Every once in a while take time out to just get to know your staff, be friendly and let them talk about themselves; purposely leaving out business. * Follow the Golden Rule – Treat your staff members as you would like to be treated – as valued and respected individuals. Always error on the side of fairness and be honest; never lie to a staff member, customer, supervisor or yourself. Loyalty and dedication to the job come from loyalty and dedication to the manager. Never speak a bad word about your staff, your customers, or your company and its management. * Follow the XTO open door policy – I am always available for you and any of your direct reports. Also, you are expected to give the same courtesy. If anyone’s needs go beyond the first level for resolution, they can bring it to the next level direct report or to the HR Department; depending on the issue.

Coaching: * Be a public praising manager and criticize privately – It will earn and maintain you the respect of others. Tell staff members when they do a good job and tell them regularly. When you have to correct an individual’s behavior, make certain that you criticize the act and not the person. * Look for the best in our employees – Create an environment in which staff members have every opportunity to succeed. Be fair to your direct reports, not necessarily equal – they all have different needs that you need to understand and deal with accordingly. Be a coach, counselor, and facilitator. You and I can build a solid team upon each other’s strengths and the diversity of our collective backgrounds and experiences. * Be accountable to your staff - Regularly keep your people informed about their performance. Verbally recognize contributions, and provide constructive feedback and coaching when needed. XTO expects that our employees intend to and will conduct themselves appropriately in matters related to the workplace. A supportive attitude reflecting XTO’s confidence in the employee’s desire and ability to act properly is expected. Except for severe cases of misconduct, XTO embraces a philosophy of discipline designed to prevent misconduct as well as to get an employee “back on track” once a problem has been identified. Keep accurate records of employee performance, and utilize progressive discipline when appropriate.
Communication:
* Be an active listener – actively engage in listening by refraining from interrupting or planning your response while speaking with others. Give individuals the opportunity to be heard. * Be an effective communicator– Practice making your point up front and then supporting it with background information. Be organized in your communication, completing one thought before moving on to the next. * Always think before you speak – Especially in emotionally charged situations when your feelings are influencing your ability to think clearly and make decisions. Write down your thought or remove yourself temporarily from the emotional situation if needed. * Be an informer – I would rather hear about important information from you than from someone else. I would also rather be overly informed by you than surprised by someone else about a situation in your department. * Always deal in facts – Avoid dealing in second or third hand information. Interpretation, implication, innuendo, and insinuation aren’t good enough to base your reputation or the reputation of others upon. If you are in doubt about the authenticity of something get to the source and get clarification before you pass it along.

Management: * Let your supervisors supervise – Give your supervisors a higher level of trust. Give them clear and concise expectations and goals that they need to accomplish their tasks then let them take the reins. Cut the umbilical cord: eventually you will have to let them find their own style in supervising. It may not be the same as your own, and that is fine. You want it to match their personality the most, so that they will be the best supervisor that they can be. * Be an independent problem solver – At XTO we are expected to be resourceful and figure out how to get things done. Resolve your problem when you can, and when in doubt bring them to me with your idea of a solution; together we can create synergy (your idea plus my idea). Also, some problems may arise that considering your direct reports as a resource (but not an owner) could be an option. * Employee Development – As a manager, you have a unique opportunity to positively influence the career development of your employees while also helping XTO build its talent pipeline for the future. Take inventory of the areas employees have and have not been exposed to for development. Regularly plan, act, reflect, and review development progress with employees.
Forward Thinking: * Change Everything – Never accept the answer, “That is the way we have always done it here.” Always be willing to improve every way we do business at XTO. Our shareholders expect for us to run a competitive profitable business so we must be ready to change the way we do business in an instant. Always looking for a better way and be able to justify the expense. Make the tasks more efficient, easier, and less costly. Improve working conditions and always look for a better way. * Be proactive – Consistently take the time, energy, and initiative to think ahead. Anticipate problems before they occur and consider contingencies. * Be a continuing adult learner - As your manager I am very interested in your professional development. However, it is your responsibility to attain it. I fully support a forward career path, mentoring, succession management planning, and removing any impediments to your ability to learn and grow. However, the initiative for developing your knowledge, skills, and abilities must come from you.