Top-notch managers are a rare breed. In fact, the search for the ideal manager is often like traveling a long road, paved with rocky mediocrity. But the road may also be marked by signposts and clues, all pointing in the direction of superb, but quiet, managerial talent.

Great managers usually exhibit certain skills and attributes. So if you're looking for the ideal manager, look first for these signs:

•  The ideal manager is positive . True, the ideal manager must grapple with problems every single day. But he rarely gripes or complains. Instead, he looks at problems as opportunities, and presses ever onward for innovative solutions.

•  The ideal manager affirms others . People are always # 1 in her book. She never lets a day go by without complimenting an employee on a job well done. And she's always looking for new ways to recognize the efforts and achievements of her people.

•  The ideal manager delegates authority . He's not afraid to let others make decisions – and let others shine when decisions turn out well. And the ideal manager is not afraid to delegate responsibility along with authority, as well. He shows confidence in his people, who are free to pursue the tasks at hand in their own ways.

•  The ideal manager is an advocate. She understands the legitimate needs of her people – and constantly looks for ways to meet those needs within the limits of the firm's resources. And when her people are in trouble, she stands behind them with encouragement and guidance.

•  The ideal manager understands the value of money . The ideal manager is neither spendthrift nor frugal. Rather, he constantly looks for ways to get the biggest bang for the buck. He's the kind of manager who looks for ways to achieve dramatic results with minimal outlays of money.

•  The ideal manager focuses on results . The ideal manager knows that it's easy to become enamored with the internal workings of her department. But she avoids becoming tangled up in details and keeps her eye squarely on the results. She knows that she's paid not for what she can do, but for what she can accomplish.

•  The ideal manager is proud of his firm. He's a true goodwill ambassador for his company. And while he may not always agree with company policies, he can implement them decisively and positively.

•  The ideal manager is a door opener . She's constantly looking for ways to help her employees develop their skills and careers. She doesn't hesitate to offer valuable information, training and suggestions for growth.

•  The ideal manager is even-tempered . While his feelings sometimes show, he's not given to extremes of temper. People around the ideal manager come to depend on his calm and deliberative approach to problems and opportunities.

•  The ideal manager is courageous . The ideal manager may not always like risk, but she knows that it's necessary if company growth is to take place. So she's willing to take bold steps on occasion – and she's willing to accept responsibility for the outcome of her decisions.

•  The ideal manager shares praise . When things go well, the ideal manager is quick to share the praise. And when things go wrong, he's willing to accept the blame without passing the buck.

•  The ideal manager looks toward the future . He gears himself and his department toward long-term results – three, five, even ten years out. He shares in the company's vision. And he never regrets failures; rather, he uses them as lessons in his long-term quest toward excellence.

•  The ideal manager is a team builder . Like a coach, the ideal manager is able to foster group loyalty and mold her people into an authentic, spirit-filled team.

•  The ideal manager is a person of integrity . He's recognized as a person of great honesty and character. When he promises to do something, those around him – employees, superiors, peers – know it will be done.

•  The ideal manager strives toward leadership . The ideal manager seeks to be a leader in the finest sense of the word. He realizes that, alone, he can do nothing – and he truly appreciates the gifts and talents of the people around him. He's able to marshal his skills, temperament and experience to motivate – and even inspire – those people.

Calmly and confidently, he marches toward the future. Yet he marches so quietly that, in the words of the ancient Chinese proverb, "people barely know he exists."

He is, like many good managers, quiet and unnoticed. That's why the search for the ideal manager can be long and hard indeed.

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