This document provides 10 tips for managers to improve their management skills. The tips include being an example without being the only example, properly monitoring delegated tasks, having effective meetings, giving constructive feedback, improving negative workplace cultures, properly planning staff reviews, avoiding gossip, guiding culture with corporate values, knowing when to hire an executive assistant, and handling IT issues with care. The overall document aims to help managers navigate challenges and engage and motivate their staff.
This document discusses the benefits of developing emotional intelligence (EI) skills for various roles within an organization. It states that EI skills allow individuals to better manage their emotions and relationships, leading to benefits such as improved decision-making, productivity, motivation, and more. The document provides examples of how EI skills can help executives, managers, high potentials, team leaders, sales professionals, customer service representatives, technical professionals, staff, and teams handle challenges in their roles more effectively. It also outlines the five main competencies of EI: emotional self-awareness, emotional self-regulation, emotional self-motivation, empathy, and nurturing relationships. Finally, it provides initial steps for introducing an EI training program
Corporate training isn’t always a cure-all for every company problem. Learn the myths and facts behind improving workplace performance with corporate training.
This document provides guidance on developing and nurturing a global network. It defines networking and discusses the business case for networking. It offers tips for establishing trust and credibility, networking skills and etiquette, setting goals, and networking remotely. It also discusses Klout scores and how to measure influence online. Finally, it provides a checklist for nurturing existing networks through effective contact management, being approachable, developing a diverse network, reciprocating information sharing, seeking ways to help others, and determining who can be trusted. The document is intended to help readers strengthen their professional networks.
The document provides advice from over 50 CEOs for new CEOs taking on their first CEO role. The key pieces of advice are to:
1) Move quickly to establish a narrow set of high-impact priorities and drive them relentlessly with a sense of urgency in the first 6-9 months.
2) Make fast decisions around talent, even if difficult, and remove underperforming people from key roles.
3) Stop doing your old job and establish a new identity as the leader, delegating tasks even if you think you can do them better.
4) Admit your weaknesses and seek help from other talented leaders to complement your skills and focus on areas of maximum impact.
Motivation and Delegation Training for ManagersPlamen Petrov
Here are the key steps for giving constructive feedback:
1. Set the stage. Choose an appropriate time and place for the feedback conversation. Make sure the person is receptive.
2. Focus on behavior, not personality. Describe specific behaviors or actions you've observed objectively without judgment.
3. Describe the impact. Explain how the behaviors affect you, others or business results without accusations. Use "I" statements.
4. Ask for the person's perspective. Get their side of the story and understanding of the situation. Active listening is important.
5. Agree on specific actions. Jointly create an action plan for improvement including specific goals that are measurable. Set a timeline for review.
The document provides advice for managing different types of less-than-ideal bosses. It suggests being proactive in communication, maintaining a positive mindset, seeking outside perspectives, focusing on opportunities difficult bosses present, and giving feedback to help bosses improve. Specific tips include over-communicating with multiple bosses, understanding what a boss values before pushing back, offering to take on tasks to mitigate issues, and giving feedback using a framework with constructive suggestions. The overall message is that with the right approach, even challenging boss situations can be navigated effectively.
This document provides advice from various entrepreneurs on optimizing a team's productivity. It discusses assembling a winning team by focusing on character over technical skills. It emphasizes the importance of a strong onboarding process to set new hires up for success. It also stresses putting people first by treating all employees equally and developing a culture of entrepreneurship where problems are solved at the front lines. Maintaining a scrappy culture through scale requires hiring the right people and fighting bureaucracy.
Poor communication is generally considered the biggest area of management weakness. Use a leadership style that is appropriate to the person, task and situation
9 Unique Traits of High-Performing TeamsWeekdone.com
High-performing teams have several traits in common that make them successful. Some of the key traits include embracing diversity of backgrounds, prioritizing work-life balance for all members, and maintaining laser-like focus on goals. These teams also engage well together both during formal meetings and outside of meetings through open communication. Fostering strengths of all members, healthy debates, and group cohesion are other characteristics of top teams.
The document discusses how engagement drives business results and the critical role that feedback plays. It argues that traditional performance reviews are ineffective at providing feedback and promoting engagement. Instead, it recommends supercharging familiar behaviors like recognition, 1:1 meetings, and ongoing feedback through gamification to make the feedback process easier and more continuous. This intrinsic approach could increase engagement, reduce turnover, and boost market position.
This document provides tips for coaches to build rapport with new clients. It begins with definitions of rapport and an explanation of why it is important for coaches to build rapport quickly. It then lists 35 tips for building rapport, such as being authentic, empathetic, curious about the client, finding common ground, laughing together, using the client's name, and making commitments. The tips are intended to help coaches develop strong relationships and trust with clients in the first few sessions.
HR Webinar: Don’t Be a Bad Boss: Reframe Your Leadership Mindset & Build a Wi...Ascentis
Imagine you’ve been tapped to lead a new project, initiative, or organizational change. You will need to lead others throughout this assignment. What does effective leadership look like in this situation? When the pressure is on, and your reputation is on the line, what are you going to do to get results?
Historically, success for leaders in this situation has focused on strategies like taking orders, getting the best talent, and then telling that talent what to do. More and more, this traditional form of leadership isn’t fast enough to keep up with the rate of turnover and the evolution of tools and skills available to achieve results. Success in our emerging business environment will require a different leadership mindset.
This document provides an overview of training courses offered by Jane Hirst to help individuals and teams develop their skills. The courses aim to be participative, interactive and fun while helping participants practice and retain skills for workplace application. Courses include topics such as leadership, change management, customer service, team performance, facilitation, and more. The training is tailored to meet specific organizational needs and can range from half-day to multi-day sessions.
This document discusses the importance of career development conversations between managers and employees. It argues that such conversations should be a priority for managers and can occur informally through everyday discussions. However, many managers believe myths that prevent them from having these important career talks. The key is for managers to ask open-ended questions of their employees to help them reflect on their skills, interests, and development needs, and to make career development a collaborative process.
New team leaders should focus first on building relationships within the team and establishing clear norms, goals, and expectations. Leaders should get to know team members, explain their values and vision, make processes and expectations clear, set or clarify goals with input, and over-communicate in the early days. Case studies demonstrate how over-communicating norms and processes helped address issues on one team, while off-site team building and continued social connections benefited another virtual team.
This document provides guidance on how leaders can effectively manage their executive assistant. It discusses selecting the right assistant who complements the leader's skills, establishing trust and confidentiality, delegating tasks appropriately, and prioritizing work. The executive assistant should systematize processes, maintain contacts and office information, handle travel, and act as the leader's representative while respecting boundaries of authority. Regular meetings help the leader and assistant align on priorities to maximize productivity and support the leader's goals.
The document provides an overview of a conference for new managers and leaders. It discusses tools and approaches for transitioning into management roles, understanding personal tendencies, and creating motivating environments for employees. It emphasizes the importance of communication, setting clear expectations, understanding employees' strengths and needs, and focusing on people. The document also provides examples of goals and disciplines for new managers to focus on in their first year.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
This workshop aims to help those working in AIDS prevention, treatment, and cure by teaching about the clinical research process and principles. Participants will learn about clinical research and the research process through activities and discussions. The goal is to apply this knowledge to advance technologies for prevention, improved treatment regimens, a vaccine, and a cure for AIDS.
The document summarizes the real estate services offered by Leslie Ebersole and Katie Hemming of Baird & Warner to sell Sylvia and Richard Warner's home located at 3N618 Trotter Lane. It outlines their full marketing strategy including listing the home on multiple online sites, open houses, broker tours, and direct mail campaigns. It also discusses home staging, pricing strategy, and providing regular updates to guide the home through the selling process.
Alfa Flight offers sightseeing tours over Flanders Fields in Belgium from their home base at Kortrijk International Airport aboard their Robin DR400 Regent aircraft which seats a pilot and 3 passengers. Their tours fly over several World War I memorial sites including Flanders Fields Memorial, Irish Peace Tower, Ploegsteert Memorial, Tyne Cot Cemetery, Ypres Menin Gate, and Houthulst Cemetery. They also provide tourist flights, maiden flights, and operate a Junior Flight Academy. More information can be found at www.alfaflight.com.
O documento descreve a cultura do povo Yawanawá, que quase foi extinta devido à repressão de sua cultura pelos missionários e seringalistas. Recentemente, sob a liderança do cacique Biraci, eles têm buscado resgatar sua cultura ancestral, preservando seus saberes tradicionais e conexão com a natureza. No entanto, ainda enfrentam desafios como a pobreza e dependência resultante da perda de sua identidade cultural no passado.
Este documento presenta la historia y evolución de los bouffetes desde la antigüedad hasta la actualidad. Explica que los bouffetes se originaron en grandes festines de la antigua Grecia y Roma, y se popularizaron en la corte francesa en los siglos XVI-XVIII. También describe los elementos clave de un boufette moderno y los criterios para su elaboración exitosa, incluyendo la tendencia culinaria, tipo de comida, superficie y organización.
This document summarizes a company called Vollara that sells health and wellness products. It discusses the company's history, products like FreshAir and LivingWater that purify air and water, and leadership team. It also outlines the compensation plan for those involved in the direct selling business model and qualifications for career levels and rewards like a luxury car program.
1) Founders should provide timely, accurate information to the board without surprises and establish two-way communication. They should view the board as a resource to help address problems and enhance the relationship.
2) When selecting a board, founders should look for shared interests but also differences, and leverage directors' networks. They should have the humility to listen to advice but also push back respectfully when needed.
3) Founders should build rapport with at least one director, have a clear plan and metrics to measure performance, and openly declare failures to the board for help addressing issues. They should communicate frequently to maintain an effective relationship and gain the board's confidence.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
The document discusses 15 leadership skills for career success. It outlines skills such as empowering employees, being selfless, thinking critically and creatively, making quick decisions, developing more leaders, embracing humor, leading through change, embracing versatility, leading through influence rather than authority, developing trust, taking initiatives, attentive listening, raising emotional intelligence, being resilient, and bouncing back from mistakes. Mastering these skills can help one become an inspiration to others and achieve career success as a leader.
This document discusses how personality development helps in interviews. It defines personality development as the dynamic construction of traits that distinguish individuals. Personality is influenced by parents, environment, genetics and continues developing across one's lifespan. For interviews, personality development helps gain acceptance, makes one disciplined and an asset for organizations. It discusses what interviewers observe like body language, communication skills, and what can go wrong like miscommunication or overconfidence. Developing traits like openness, agreeableness, and maintaining a positive outlook can help make a good impression in interviews.
Report The 8 Key Skills Of Successful ManagersPhilip J Gwynne
This document provides an overview of 8 key skills of successful managers according to interviews and research conducted by The Naked Marketing Company. The 8 skills are: 1) Show the way by developing a shared vision and goals; 2) Manage change effectively; 3) Delegate tasks to empower employees; 4) Celebrate achievements and milestones; 5) Meet customer needs; 6) Work well with others; 7) Manage resources effectively; 8) Manage yourself by developing your own skills and leading by example. The document encourages managers to develop these skills to make managing easier, more successful, and rewarding.
I deeply believe every person leads her/ his way either in a family or community; Therefore certain traits and characteristics need to be applied in order to achieve success then greatness.
If you want to motivate others, you must first motivate yourself. Motivation requires clear goals and recognition, and it must be maintained through ongoing feedback, not just annual reviews. While challenges can motivate, people will only engage if they believe they can succeed. Participation, seeing progress, and a sense of group belonging also enhance motivation. Every person's motivational needs are unique, so managers must try different approaches to spark engagement.
The document discusses some of the key challenges faced by leaders. It identifies communicating effectively, making confident decisions, listening to others, organizing plans, dealing with conflicts, and continually improving skills as important leadership responsibilities. Several respondents note that communicating well in diverse teams, handling difficult conversations, and practicing what one preaches are particularly challenging for leaders.
The document discusses lessons learned from a course on corporate governance and their importance for the student as a future board member of their family business. The key lessons are: [1] the board's role in protecting the company's future; [2] the board's independence from management; [3] avoiding management representatives on the board; [4] having a non-CEO board chair; and [5] the board maintaining an independent view of the company. These lessons will influence the student by helping them focus on important issues, share knowledge fairly, and appreciate external board members' perspectives. Suggestions for improving the course include discussing cases from developing economies and family businesses.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
The document discusses how business success is increased when both hard skills (technical/measurable skills) and soft skills (relationship skills) are utilized together in a balanced way. Soft skills like communication, teamwork and problem solving are important for business success but can be difficult to measure. The objective is to explore how to determine the right balance of hard and soft skills for greatest business impact. Coaching is presented as an effective way to improve soft skills by changing thinking patterns and developing more effective solutions.
8 important soft skills freelancers need to have (1).pdfJagriti Rai
In this amazing slides of 8 important soft skills, you as a freelancer will learn that not only technical skills are going to help you in your freelance journey rather having a good knowledge of soft skills and interpersonal skills will boost your way of freelancing.
Soft skills are just as crucial for freelancers as technical skills, if not more so. While technical skills determine the expertise and knowledge in a specific field, soft skills encompass a range of interpersonal and communication abilities that facilitate success in the freelance world. Here's why soft skills are vital for freelancers:
1. Client Collaboration: Freelancers often work directly with clients, and effective communication and collaboration are paramount. Soft skills like active listening, empathy, and clear articulation help freelancers understand client requirements, build strong relationships, and deliver satisfactory results. By demonstrating strong interpersonal skills, freelancers can establish trust, mitigate conflicts, and foster long-term partnerships.
2. Client Satisfaction: Clients value more than just technical proficiency; they seek freelancers who can understand their needs, provide excellent customer service, and exceed expectations. Soft skills such as problem-solving, adaptability, and attention to detail enable freelancers to deliver tailored solutions, respond to changing client demands, and ensure client satisfaction. These skills contribute to positive feedback, repeat business, and referrals.
3. Time and Project Management: Freelancers juggle multiple projects simultaneously, requiring effective time management, prioritization, and organization skills. Soft skills like self-discipline, reliability, and the ability to meet deadlines are critical. They enable freelancers to manage their workload efficiently, deliver projects on time, and maintain a professional reputation.
4. Networking and Self-Promotion: Freelancers need to market their services and build a strong professional network. Soft skills like networking, interpersonal communication, and self-confidence help freelancers engage with potential clients, promote their work effectively, and seize new opportunities. Strong networking skills can lead to referrals, collaborations, and a steady stream of projects.
5. Adaptability to Changing Environments: Freelancers often encounter diverse clients, industries, and work environments. Soft skills such as flexibility, resilience, and the ability to learn quickly are essential for adapting to new situations and requirements. These skills enable freelancers to thrive in dynamic work settings, embrace new technologies, and stay ahead of industry trends.
While technical skills provide the foundation for freelancers, Freelancers who cultivate and emphasize their interpersonal, communication, and other soft skills position themselves for client satisfaction, and sustainable growth in the highly competitive freelance marketplace.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
Here are twelve new tips that will help you look like a leader by holding more effective meetings.
How do your meetings compare to this list?
Article showing 10 effective ways to cut your business costs
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta matka game,matka result,Fastest matka satka batta,matka 420,Matka boss, Kalyan penal Chart,Tara matka, rajdhani night chart, golden dubai matka,sattamatka madhur satta,sattaking143 number weekly jodi,matka guessing final ank open close, Kalyan night chart Indi
an satta King Satta, Kalyan wapka mobi site100 tricks, fix fix fix satta nambar prabhat satta, Kalyan panel chart 2020 2010, SattaMatka, Main ratan panel chart, Mumbai panel chart, Milan panel chart, Kalyan night panel chart, Milan night panel chart, time bazar khiladi420, Sona Matka 111 420, Boss 440, Matka india net, weekly indian Satta fix ank otg, matka one, Simple Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
9348597990satta matka, kalyan matka, matka guessing, Fix Matka, satta market, matka market, matka bazar. satta bazar, matka, satta matka result, matka game, matka result, Fastest Matka satka batta, matka 420. matka boss, kalyan panel chart, tara matka, rajdhani night chart, golden dubai matka. sattamatka madhur satta, sattaking143 number weekly jodi, matka guessing final ank open close, kalyan night chart indian satta king satta. kalyan wapka mobi site 100 tricks, fix fix fix satta nambar prabhat satta. kalyan panel chart 2020 2010, sattamatka, main ratan panel chart, mumbai panel chart, milan panel chart, kalyan night panel chart. milan night panel chart, time bazar khiladi 420, sona matka 111 420, boss 440, matka india net, weekly indian satta fix ank otg. matka one, simple matka guessing param matka guessing trick 143 surya alex, satta, dpboss, sattamatka, boss matka, matka boss, satta boss.matka satta, sata mataka, satta mataka, satta matka net, satta matka.com, satta matka chart, kalyan matka result, today matka jodi, kalyan main matka tips, kalyan matka guru, aaj ka satta kalyan jodi, today satta number, satta matta matka, sata matka, satta result, rajshree matka result, satta kalyan, satta matka com, satta matka mobi, matka boss, sattamataka143, sattabatta, indianmatka, result matka, sattaka matka com, kalyan chart, kalyan result, kalyan panel chart, kalyan satta, satta matka kalyan, satta matka com, satta matka net, satta batta, fix fix fix satta number, Satta matka 143, ka matka, worli matka, matka bajar, satta matta matkamatka, worli matka, matka bajar, satta matta matka 143, satta chart, Satta Matka - Matka Guessing, Satta, Matka, Satta Matta Matka, and Matka Result. Satka Matka, all Matka, Setka Matka, Matta Matkà, Satta M, Ka Matka, Kalyan Matka, Indian Matka. Sattamatka, Matka Satta, Satta Matkà, Satta. Matka, Matka Chart, Kalyan chart. Satta Matka143, Satta M, Sattamatkà, Milan Matka, Matka Satka, Satta Matta, Kalyan Satta
#Satta Matka #Satta Matka Guessing #Kalyan Matka Guessing #Matka Guessing Forum #Matka guessing 143 #Simple Matka Guessing #Matka Trick #Dpboss Guessing Satta Matka 143 Guessing #Satta Matka God #Satta King Guess #Free Matka Guessing #Kalyan Matka Trick #Satta Matka Gods #Satta King Guessing #Satta Matka #Matka Guessing #Satta #Matka #Satta Matta Matka #Matka Result #Satka Matka #all Matka #Setka Matka #Matta Matkà #Kalyan Matka #Indian Matka #Sattamatka #Matka Satta #Satta Matkà #Satta. Matka #Matka Chart #Kalyan chart #SattaMatka143 #Satta M, Sattamatkà, Milan Matka, Matka Satka, Satta Matta, #Kalyan Satta9348597990
Satta Matka Boss Otg, Matka 420,Fix Fix Fix Satta Namber,Matka Guessing, Indian Matka Boss 220,Fix Fix Fix Open,Matka Boss 440, Golden Matka 420,Fix Fix Fix Guru,Matka Guessing 143 24,Simple matka Guessing,matka 786 guessing Tara Matka 420 Indian Matka,Satta Matta Matka, Kalyan Chart,Satta Matta Matka 143, India Matka Boss, India Matka 786, Kalyan Panel Chart, Kalyan Satta,Satta Matta Matka Fix, Kalyan Jodi Chart,Satta Batta,Matka Guessing, Satta 143, Kalyan Night Chart,All Kalyan Chart, Kalyan Chart 2020 DPBOSS,MATKA RESULT,FINAL ANK,SATTA MATKA RESULT, KAPIL MATKA, SATTA MATKA, MUMBAI KING, DELHI Satta Matka Wiki RESULT, SATTA MATKA GUESSING, DP BOSS, MATKA KALYAN MUMBAI, DPBOSS KALYAN MAIN, MATKA BOSS 143, DPBOSS MATKA, MATKA BOSS OTG, KUBER MATKA, SATTA NUMBER, MATKA NUMBER RESULT, DISAWAR GALI MATKA, SATTA RESULT LIVE, SATTA MATKA LUCKY NUMBER, SATTA KING, GALI SATTA RESULT, SATTA MATKA FINAL ANK, SATTA MATKA, KAPIL MATKA, MATKA KALYAN, MUMBAI FIX JODI, MATKA KALYAN RESULT, SATTA MATKA LIVE RESULT, SATTA KING RESULT, KALYAN MATKA RESULT, TODAY'S NUMBER, KALYAN MATKA, MATKA DELHI GAME, FIX MATKA NUMBERS, KALYAN MATKA OPEN FIX FIX, DISAWAR GALI GHAZIABAD RESULT, SATTA MATKA LIVE, ALL MATKA, FIX MATKA, TODAY MATKA, SATTA MATKA
SattaMatka, Boss Matka, Matka Boss, Satta Boss, Matka Satta,Sata Mataka, Satta Mataka, Satta Matka net, Satta Matka.com, Satta Matka Chart, Kalyan Matka Result, Today Matka Jodi, Kalyan Main Matka tips, Kalyan Matka Guru, Aaj ka satta Kalyan Jodi, today satta number, Satta Matta Matka, sata matka, satta result, rajshree matka result, satta Kalyan, satta matka com, satta matka mobi, Matka boss, sattamatka143, sattabatta, indianmatka, result matka, sattaka matka com, satta matka.net, Kalyan chart, Kalyan result, Kalyan penal Chart, Kalyan satta, satta matka Kalyan, satta matka com, satta matka net, satta batta, fix fix fix satta number, Satta Matka 143, ka matka, worli matka, matka bajar, Satta Matta Matka 143, satta chart, Satta Matka guessing, Satta, matka 420, Satta Matta Matka and Matka result, Satta Matka, all Matka, Setka Matka, Matta Matká, Satta m, india Matka, Matká Satta, Matka Boss otg, Indian Matka guessing, final ank,final ank open, final ank jodi, final ank guessing, Satta matka 420, matka satta 420,
#Satta Matka #Satta Matka Guessing #Kalyan Matka Guessing #Matka Guessing Forum #Matka Guessing 143 #Simple Matka Guessing #Matka Trick #Dpboss Guessing #Satta Matka 143 Guessing #Satta Matka God #Satta King Guess #Free Matka Guessing #Kalyan Matka Trick #Satta Matka Gods #Satta King Guessing #Satta Matka #Matka Guessing #Satta #Matka #Satta Matta Matka #Matka Result #Satka Matka #all Matka #Setka Matka #Matta Matkà #Kalyan Matka #Indian Matka #Sattamatka #Matka Satta #Satta.Matka #Kalyan Chart #Kalyan penal Chart #Matka Guessing #Matka Boss otg #Matka 420 #matka Indian Matka,Matka Boss Otg, Free Matka Boss, Matka 420 #Matka 786 #Kalyan Guessing #Satta Guessing #dpboss.social #dpboss.guru #dpboss.expert#dpbosss.com#SATTA_MATKA_KALYAN_HEAD_OFFICE #sattamatkaresult.in#dpboss #sattamatkaresult #Indiana #Setka #KALYAN#Mattapan #SATTA #satka #allnatural #SattaMatka #indianwedding #FreeGame #matta#kalyanmatka #matkaboss #Matka420 #indianMatka #KalyanChart #matkaotg #sattatrick #MAINBAZAR #kalyanjodichart #indiaMatka
Satta Matka Kalyan Satta Matka guessing Kalyan Open Kalyan Jodi Chart #kalyantoday #kalyantrick #kalyanopen #kalyanguessing #kalyanresult
kalyan chart kalyan matka satta matka kalyan open satta kalyan close kalyan today satta matka kalyan
kalyan matka trick sattamatka kalyan result sattamattamatka kalyan guessing today kalyan trick satta matka kalyan result कल्याण मटका satta matka trick result kalyan matka kalyan satta matka result today kalyan fix jodi sattamatkakalyanchart kalyan bazar kalyan fix jodi kalyan aaj ki jodi kalyan aaj ka open kalyan fix today
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Kalyan Matkawala Milan Day Matka Kalyan Bazar Panel Chart Satta Matkà Results Today Sattamatkà Chart Main Bazar Open To Close Fix Dp Boos Matka Com Milan Day Matka Chart Satta Matka Online Matka Satta Matka Satta Satta Matta Matka 143 Guessing Matka Dpboss Milan Night Satta Matka Khabar Main Ratan Jodi Chart Main Bazar Chart Open Kalyan Open Come Matka Open Matka Open Matka Guessing Matka Dpboss Matka Main Bazar Chart Open Boss Online Matka Satta King Shri Ganesh Matka Results Site Matka Pizza Viral Video Satta King Gali Matka Results Cool मटका बाजार Matka Game Milan Matka Guessing Sattamatkà Result Sattamatkà 143 Dp Boss Live Main Bazar Open To Close Fix Kalyan Matka Close Milan Day Matka Open Www Matka Satta Kalyan Satta Number Kalyan Matka Number Chart Indian Matka Chart Main Bazar Open To Close Fix Milan Night Fix Open Satta Matkà Fastest Matka Results Satta Batta Satta Batta Satta Matka Kalyan Satta Matka Kalyan Fix Guessing Matka Satta Mat Matka Result Kalyan Chart Please Boss Ka Matka Tara Matka Guessing Satta M Matka Market Matka Results Live Satta King Disawar Matka Results 2021 Satta King Matka Matka Matka
2. www.smartcompany.com.au
1
Introduction
It’s not easy being a manager these days.
If the current patchy economic environment wasn’t enough to worry about, modern leaders
need to juggle skills shortages, demands from very different generations of workers and
ever-increasing workplace regulations.
To help managers navigate this minefield – and tackle the perennial problems of engaging
and motivating staff – SmartCompany has created an eBook dedicated to helping you
become a better manager.
You’ll find tips on delegation, making meetings run better and giving constructive feedback.
You’ll also learn about building a lasting workplace culture, educating senior leaders and
managing gossip.
You’ll even learn when is the right time to bring in an executive assistant and why IT issues
always need a special management touch.
Good luck and remember, the best manager is one who never stops learning.
James Thomson,
SmartCompany editor
10 ways to be a better manager 2
3. www.smartcompany.com.au
1
Be AN example, not THE example
A fully-functioning work team doesn’t need an example. What it needs is the freedom to
be led by its own example. This is where leadership is more about empowerment than
delegation. There are times when an individual may lack insight, skill or ability. Much of that
can be learned, trained or developed, but where people act autonomously in their job, the
role is very different.
As a principal and owner/operator of an enterprise it is desirable for you to be AN example
but not THE example. I understand that information flows upward and for major strategic
decisions you may realistically be the only one with all of the facts and figures and strategic
perspective. All of the factors empower you. What is worth exploring is how and when is it
appropriate to share the leadership responsibility.
Strategic decision-making can be shared with a board, professional advisors and mentors.
Some aspects of a small enterprise like cashflow management, exit strategies and
downsizing are sensitive issues. There is a strong case for selectively choosing your
confidante. One business owner I knew was in grave financial difficulty. In the absence of
proper counsel she shared the business’ woes with her staff. All that did was spread panic.
There is a case for the judicious sharing of sensitive information. Being transparent doesn’t
mean showing your dirty underwear in all of its finery. What would have been appropriate
in that circumstance would have been to acknowledge that the trading performance was
down, cashflow was tight, budget cutbacks likely and reaffirm the commitment to devise
strategies to trade through the temporary setback. The key in this instance was not sharing
the facts objectively but remaining calm and emotionally centred in doing so.
Dennis Roberts, executive coach and mentor
10 ways to be a better manager 3
4. www.smartcompany.com.au
2
How to monitor delegated tasks
Managers can’t afford to handball off responsibilities and just leave it. That is a recipe for
disaster because nothing will be done.
You have to understand what you are delegating and what resources they will require and
how you will manage and measure what is being achieved.
You can do that with special meetings or general meetings, depending on the task. I might
say to you, for example, that I want you to report to me every week or every month on
these key indicators. Then we can canvass whether it’s going well or not, whether we need
to allocate more resources or maybe we need to redefine the task.
A good system might start with daily meetings that run for a couple of weeks. Then it
becomes a meeting twice a week. After that settles in, the entrepreneur and manager can
meet once a week.
The critical thing is that each meeting should have a clear agenda.
There needs to be an action plan with key performance indicators. The action plan written
out at the end of the meeting should set out what each party has to do at the next meeting
so it doesn’t become another talk fest.
Zelko Lendich, CEO of egg producer Farm Pride
10 ways to be a better manager 4
5. www.smartcompany.com.au
3
Nine rules for effective meetings
Endless meetings reflect the kind of culture where the organisation and its managers aren’t
clear about what they want those meetings to achieve. It’s a lack of process, it’s a lack of
agreement and understanding of what it should be.
This nine-point plan for more effective meetings can be circulated to everyone:
• Is there a business case for this meeting? Does it make sense? Is it a waste of time?
• Circulate the meeting agenda. That includes preparation reading with a good lead time.
• Allocate roles and responsibilities. Who is going to keep time? Take minutes? Keep
things on track?
• Manage the time.
• Manage focus. Keep people on track. Stick to the agenda.
• All members have a responsibility to contribute and facilitate consensus. Everyone has
role, no matter who they are. Everyone has to help others participate in the meeting.
• Always evaluate content and process. At the end of the meeting, ask whether you
achieved what you set out to do. Mark it out of 10.
• Circulate minutes, assignments and whatever else came out of the meeting.
• Be a good role model. For managers, that also means turning up on time.
Ed Robins, director of ProFocus
10 ways to be a better manager 5
6. www.smartcompany.com.au
4
Quick tips for giving feedback
A few years ago a wise old business owner, David, gave me some useful tips for giving
feedback to staff. I dug them out recently.
• Before you start, reframe the concept of “criticism” in your mind, turning it from
delivering a negative reprimand to sharing a helpful learning. I still often remind myself
of this.
• Preface your criticism with a warm introduction, such as “Can I give you some
feedback?” or “Can I show you a better/quicker/neater way of doing that?”
• Talk straight: don’t beat around the bush or hide your criticism in compliments. This
one was a biggie for me. I realised that I hid my feedback in so much fluff – a tendency
I blame on my English heritage – that it was impossible for anyone to work out what
message I was trying to deliver.
• Give regular feedback. If you give feedback in little bite-sized pieces, and do it often, it
won’t feel like such a big issue for you or your employee.
Finally, of course, practice makes you much better. I have most definitely improved over
the past few years, but I would never use the word perfect.
Julia Bickerstaff of Butterfly Coaching and The Business Bakery
10 ways to be a better manager 6
7. www.smartcompany.com.au
5
How to improve negative workplace cultures
1. Talk to as many employees as possible
The only way to get a true idea of what is really making your people tick is to speak to
them directly. Your direct reports will always filter the perception of things in a favourable
light. This is not a deceitful practice – it’s human nature to want to understate the negatives
when talking to a person of authority. So delve, ask interesting questions and engage them
in the discussion.
2. Find out the real concerns
The challenge here is to create an honest, non-intimidating exchange between the leader
and employee such that the fundamental issues driving the negative culture are discussed.
As more discussions are had, common themes will appear and give you some direction in
how to address the issues. Once you create an environment of honesty without blame or
punishment, you will uncover the problems.
3. Find the mood leaders
Within every organisation there are certain individuals who are more influential on mood
and culture than others. They have the ability to change the mood of a place simply by
walking into a room. If they are in a positive mind frame, that becomes infectious, and
everyone gets a bit more excited. Unfortunately, the opposite is also true – if these people
are unimpressed, stressed or unsatisfied they will let the world know and others will start to
question their own satisfaction.
And you may begin to realise this is you! So look no further and get cracking on your own
turnaround. Be brave and ask more questions to get examples of your behaviours and
actions that impact the culture. And be open to change.
4. Understand that it takes time and ongoing effort
When you talk to people start asking what they think would be needed to improve the
culture. What would they do in your role? Get their ideas and act on whatever you can
as soon as you can. Ask great questions and you will find ready answers without paying
outside consultants to give it to you months down the track with a big bill.
Eve Ash, Seven Dimensions
10 ways to be a better manager 7
8. www.smartcompany.com.au
6
Plan your staff reviews
Prior to meeting for staff performance reviews, here’s a couple of suggestions:
1. Set the context in terms of time period and scope
For example, say upfront that it is going to be an annual performance review covering
July 1, 2010 to June 30, 2011. It is a performance review of how well you achieved the
duties, measures outlined in your employment agreements, contract or whatever you have
documented. The first rule of performance reviews is: no surprises. If you, or they, spend
much of the review discussing or debating items of feedback that haven’t previously been
aired, you are not giving enough informal/formal feedback ongoing. If this rings true, learn
from it, and change your ways.
2. Invite your staff member to conduct a self-assessment prior to meeting with you
The questions you can prepare are “What worked/didn’t work?”, “What did I do well/not so
well?”, “What were my major wins?”, “What should I keep doing, stop doing or improve?”
3. Let them talk
If they have prepared answers to the questions above, once they have shared their view,
then you can add to the discussion. You may have a different view, and that is okay, but let
them hold the floor for a bit.
4. Setting expectations
If someone’s performance hasn’t come up to scratch, state what you expect of them.
Provide lots of specific examples. Give generous, objective feedback. Listen a lot. If they
have done well, be lavish in your praise. Remain objective and be specific. The best way to
be specific is to give examples.
Dennis Roberts, executive coach and mentor
10 ways to be a better manager 8
9. www.smartcompany.com.au
7
Don’t let gossip get a grip on your team
As a leader, there are a few ways you can help manage gossip in your team:
• Talk openly to your team about the damaging impact gossip has on individuals and the
credibility and reputation of the team.
• If someone comes to you and complains or gossips about another team member, clarify
why they are giving you this information. Do they need your help to work through a
situation or do they need you to organise a meeting with the individual(s) to discuss the
issue? If they needed someone to vent with, be careful about how you proceed. You
can coach them through the situation, being careful not to join in on the gossip, or you
can simply state that while you are happy to help them work through the situation, you
are not happy to get drawn into a venting session. Explain that it doesn’t serve either of
you to do so.
• Be mindful that as humans we all have our own map of the world; a way of perceiving
things to be true (for us). Asking some clarifying questions and challenging the reality
of the situation can sometimes help to diffuse tension. You are only hearing one side of
the story, be sure to check facts before reacting on the information being provided.
• Model the behaviour you want to see. Under no circumstances engage in gossip about
any team member or person outside of your team.
• Check in with your HR team about the company policy for dealing with gossip in the
workplace. What accountability can you enforce if the gossiping doesn’t stop? Are you
able to link this into a performance discussion when reviews are given?
• Keep yourself honest! Have you been influenced by the gossip you have just heard?
This is a good reason to cut off the conversation when gossip begins.
• As a leader there may be times when you need to vent about a team member’s
behaviour. Take some time to get really clear about what you need to talk about. Are
you venting? Are you getting personal? We are all human and none of us are perfect.
However, with some thought (while you are not angry or upset by someone’s behaviour
and not needing to vent) you can put some steps in place to help you when you need
it. A good one is to write it down: write down everything you are feeling and want to say,
and then shred it. Once you have downloaded you can ask yourself: ‘What’s the real
issue here?’ Then find someone you trust and be honest. Tell them you are struggling
with an individual(s) and need to vent. You may wish to keep the identity of the person
to yourself and use the person you are talking to as a sounding board.
Pollyanna Lenkic, founder of Perspectives Coaching
10 ways to be a better manager 9
10. www.smartcompany.com.au
8
Guide your culture with a set of corporate values
Atlassian formally proclaimed its values three years ago in a unique exercise. While other
companies send their management teams off to retreats to work out their values, Atlassian
did it the other way around. Management sat down and wrote out a list, and employees
wrote down theirs. The two were compared.
We were surprised by how similar the two lists were. If you don’t have an alignment, you
have a serious problem.
But you can’t impose a value on a company. It’s not like a company goal or KPI. It needs to
bubble up from below and it needs to be genuinely felt by all the staff.
To keep the values front and centre, Atlassian highlights examples of behaviour that
promote them. Staff members who do that are turned into heroes. If there is an example of
helping the customer, we make sure we put some spotlights on it.
Atlassian’s core values are:
• Open company
• No bullsh.t
• Build with heart and balance
• Don’t f..k the customer
• Play as a team
• Be the change you seek
Joris Luijke, human resources director at software group Atlassian
10 ways to be a better manager 10
11. www.smartcompany.com.au
9
Know when to get the help of a great
executive assistant
The return on investment from a good executive assistant can be substantial.
I probably get somewhere between 120 and 150 emails a day – internal and external. I try
and cover those off within 24 hours. A lot of the time, it’s before work and after work. I also
have four or five meetings, external and internal, a day and at the moment, I arrange those
myself.
Often, if you can’t get hold of somebody, you have to try and get them the second, third or
fourth time. So you have emails back and forth. That in itself probably takes up one or two
hours a day –probably more.
I think if I can be two hours more productive every day, getting an EA will easily make
sense.
So a CEO on close to $1 million a year might have an EA earning about one-tenth of that.
But in a 60-hour working week, the EA will save the executive 10 hours a week (based on
two hours a day) – a near 17% increase in productivity. That makes a $100,000 proposition
a good investment.
Those are the sorts of calculations you have to go through. Is it a must-have or nice-to-
have?
Paul Lyons, managing director of recruitment firm Ambition
10 ways to be a better manager 11
12. www.smartcompany.com.au
10
Handle IT issues with care
Yelling will not create harmony or progress, so I suggest you seek alternative ways to strike
the right balance between reactive and preventative solutions for your IT environment.
I recommend employing a system of logging requests that allows a team of people to
prioritise the jobs that need doing in a structured way. That also allows service levels to be
assigned to problems. This process will ensure that the higher the impact of a problem, the
sooner it is tackled by the experts. You then need access to a team with the breadth and
depth required to resolve the varied problems you face – mountains and molehills!
Large organisations have made use of helpdesk software and project management
software for years to ensure delivery is not a yelling match. Somehow, this is not always
the case in smaller organisations, but that need not be the case, as there are now scalable
tools for smart managers in the smallest of businesses.
If IT is a core part of your business, but the process of researching and implementing the
appropriate management tools is a daunting task, perhaps it is time to consider outsourcing
it to a team of people with a broad set of skills and a good management tools.
David Markus, founder of IT services company Combo
10 ways to be a better manager 12