Young Manager

MOB MATERIAL

2013-02-15T01:27:00.005-08:00

MOB MATERIAL DOWNLOAD

MFS Material

2012-12-26T21:35:00.002-08:00

PROJECT PROFILES

2012-10-01T02:53:00.002-07:00

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RESUME

2012-09-25T09:25:00.002-07:00

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RECRUITMENT PROCESS

HRM IMPORTANT QUESTIONS

2012-07-22T23:05:00.000-07:00

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UNIT 1 & 2

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QUALITY CIRCLE

2012-07-21T04:38:00.003-07:00

QUALITY CIRCLE(Q.C)

ABOUT QUALITY CIRCLE

GOOD MANAGEMENT

2012-07-14T06:15:00.002-07:00

Good Thinkers makes Good Change

LEADER

What is the biggest difference between managers and leaders?

Both roles are important but they seek to do different things...

Leaders lead people. Managers manage people.

Leaders set destinations. Managers navigate the roads to get there.

Leaders cultivate change. Managers cultivate creating stability.

Leaders inspire. Managers comfort.

Leaders appeals to the heart. Managers appeal to the head.

Leaders set direction. Managers set plans with details.

Leaders work on a system. Managers are working the system.

Leaders have vision. Managers are about reaching goals.

Leaders are about effectiveness. Managers are about efficiency.

Leaders have followers. Managers have subordinates.

Leaders take ownership. Managers take responsibility.

Leaders shape culture. Managers enact culture.

Leaders are proactive. Managers are reactive.

Leaders accomplish achievements. Managers accomplish compliance.

Leaders break rules. Managers make rules.

Leaders use conflict. Managers avoid conflict.

Leaders set new direction. Managers go on the existing roads.

Leaders go inward. Managers work outward.

Leaders are concerned what is right and managers are concerned about being right.

As you can see managers and leaders are two different people. Do organizations need both? YES.

Leadership begins where management ends and smart organizations value both and great organizations work hard to make each a part of their team.

Qualities of Good Leadership

What about you? Do you have the goods to be a high performance leader? Do you have the qualities that will help you and others be at your best?

Let's take a look at each of these stand out leadership qualities in detail.

1. Trustworthy

Trust is the basis for all the relationships in your life. Without trust, it's impossible to create healthy and productive environments, either in work or personal situations.

Be aware that others are watching you ... assessing your values system and integrity. People want to be assured that their trust, followed closely by their respect is being placed in a safe place -- your hands -- and that they are indeed wise to follow where you lead.

When people trust you, they are more willing to give their best, as they know that they always get your best. This leadership quality is sometime referred as integrity or honor, but all these terms have the same basic meaning: you say what you do and do what you say ... period.

Read more here about how high performance leaders build trust in the workplace

2. Self Aware and Insightful About Your Impact On Others

This is one of the qualities of good leadership that you really want to master. The best leaders are really great at watching how others are reacting to them and fine-tuning what they are saying to ensure that they are building the relationship.

This doesn't mean that they change their minds every second to get people to like them. Rather it's about finding other ways to say things so that the person they are interacting with wants to work with them and not against them.

The master leaders' know that the power is in the relationship (which is why a lot of the site is dedicated to building relationships!). And all relationships begin and end with what others think of you.

I'm a real fan of the DISC profile system because it helps you to understand your impact on others and gives you the tools to flex your style so that you can get through to others ... so that they are in the place to 'hear' your message ... and it stirs them to respond favorably to you. You may want to take a look at the ecourse called Communicating With Power which is designed to help you understand your impact on others.

3. Love To Learn, Grow, Expand

If you aren't learning, growing, expanding then you certainly can't expect the people around you to be either!

One of the things that seems to set all the great leaders apart is their absolute commitment to stepping into their potential and discovering ways to be the best possible version of themselves. I don't know about you, but I've yet to meet a leader that is considered to be at the top of his or her game, who doesn't read, listen to audios, go to courses or share what he or she learns with others.

They certainly don't sit around waiting to be sent on some corporate course.

And here's the biggest distinction I've witnessed. They seem compelled to learn, grow, expand and yet they also seem to be very content with who they are as an individual. It is kind of like they have this mantra 'Happy with where I'm at ... but not settling'. There is no sense of desperation or not being good enough. More it is am intense curiosity and that deep knowing that the reason we as humans are on this planet is to grow, learn, expand.

One of my favorite sayings is "if you aren't growing then neither are your people" (and you can quote me on that ~wink~).

A high performance leader stays relevant by making sure they are at the leading-edge in terms of leadership skills, interpersonal skills and knowledge in their organization's field of expertise.

4. Have High Self Worth and Self Esteem

You might not think that how you feel about yourself has a whole lot to do with how others perceive you or how effective you can be at taking charge of a group situation. However, it would be a huge mistake to make this assumption. Every individual is either their own best friend or their own worst enemy.

How you feel about yourself often leads to subconscious patterns. Those with a negative self worth may have many other leadership qualities, but sabotage their own efforts with a deep belief that they aren't good enough to carry the day.

Dealing with self esteem can seem like a touchy-feely waste of time, but that is absolutely not the case. It is crucial to your success and leadership ability.

In this article on leadership and self esteem you can read how Steve's self esteem almost railroaded his career.

It's interesting but almost without exception the leaders that I have coached (and that is in the high hundreds in one-to-one coaching, and thousands in workshop situations) have at some point struggled with their self-esteem. In coaching sessions time and again leaders have asked me to help them work through situations where their self-belief is hurting them. For most leaders this is just a momentary thing and not something that dominates their lives.

But even those momentary lapses do make sure that you have the skills to recognize when its your self-worth thats creating a problem and pick yourself up and get back into the game with a healthier perspective.

I suspect self worth is one of those qualities of good leadership that most people will glide over ... I'm okay with that ... just make sure on those times when you take a hit you've got the skills to get back in the saddle fast!

5. Are Excited By Life

If you aren't excited about the journey ahead how on earth will you excite those around you? Now this doesn't mean you need to go all cheerleader. But it does mean that you get out there with a spring in your step and a vibe of passion, urgency, desire, energy and animation that others just can't help but be compelled by.

As you read the pages on my site you'll guess that I'm a real fan of Richard Branson. He really embodies this quality of good leadership in bucket-loads. You just know that he's thrilled to be alive and seems to bring that sense of thrill and curiosity into everything he does .... whether that's ballooning, building the Virgin Brand, working with a kid in an orphanage or talking to a passenger on a plane.

I contrast Richard's out there, extroverted style with one of the leaders that has most inspired me in a work situation. He was almost the complete opposite of Richard, quiet, more serious than cheerful, considered in his thinking. But did he ever have belief in what we were doing and he was 'quietly' thrilled by the journey we as a team were on.

This quiet sense of destiny and purpose that he brought in to our team inspired all of us. It simply meant that the rah-rah stuff he left to those of us in the leadership team who were higher up on the extrovert scale, and he would come quietly behind reinforcing with all the team members that this was a special moment in their life and be excited by the possibilities of where we were going. And his quiet style did embed in each and every one of us a sense of meaning and joy about what we were doing!

Well that's my Top 5 Qualities of Good Leadership. Come on over and check out the next 5 qualities of good leadership that high performance leaders consistently use

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GOOD MANAGER

2012-07-14T05:02:00.001-07:00

http://jaikishorepp.blogspot.in

1. Communication
There’s a lot of communication when you’re a manager. You have to communicate with each of your employees. You have to communicate “sideways” with your co-workers and customers. And you have to communicate upwards with your own manager or executive. You need some substance in the communication, of course — you need to have something worthy of being communicated. But substance isn’t enough — if you know what you’re doing and can’t properly communicate it to anyone else, then you’ll never be a good manager.

2. Listening Skills
This is a part of communication, but I want to single it out because it’s so important. Some managers get so impressed with themselves that they spend much more of their time telling people things than they spend listening. But no matter how high you go in the management hierarchy, you need to be able to listen. It’s the only way you’re really going to find out what’s going on in your organization, and it’s the only way that you’ll ever learn to be a better manager.

3. A Commitment to the Truth
You’ll find that the higher you are in the management hierarchy, the less likely you are to be in touch with reality. Managers get a lot of brown-nosing, and people tend to sugar-coat the news and tell managers what they want to hear. The only way you’ll get the truth is if you insist on it. Listen to what people tell you, and ask questions to probe for the truth. Develop information sources outside of the chain of command and regularly listen to those sources as well. Make sure you know the truth — even if it’s not good news.

4. Empathy
This is the softer side of listening and truth. You should be able to understand how people feel, why they feel that way, and what you can do to make them feel differently. Empathy is especially important when you’re dealing with your customers. And whether you think so or not, you’ll always have customers. Customers are the people who derive benefit from the work you do. If no one derives benefit from your work, then what’s the point of keeping your organization around?

5. Persuasion
Put all four of the preceding skills together, because you’ll need them when you try to persuade someone to do something you want done. You could describe this as “selling” but it’s more general. Whether you’re trying to convince your employees to give you a better effort, your boss to give you a bigger budget, or your customers to agree to something you want to do for them, your persuasion skills will be strained to their limits.

6. Leadership
Leadership is a specialized form of persuasion focused on getting other people to follow you in the direction you want to go. It’s assumed that the leader will march into battle at the head of the army, so be prepared to make the same sacrifices you’re asking your employees to make.

7. Focus
The key to successful leadership is focus. You can’t lead in a hundred different directions at once, so setting an effective leadership direction depends on your decision not to lead in the other directions. Focusing light rays means concentrating the light energy on one spot. Focusing effort means picking the most important thing to do and then concentrating your team’s effort on doing it.

8. Division of Work
This is the ability to break down large tasks into sub-tasks that can be assigned to individual employees. It’s a tricky skill — maybe more an art than a science, almost like cutting a diamond. Ideally you want to figure out how to accomplish a large objective by dividing the work up into manageable chunks. The people working on each chunk should be as autonomous as possible so that the tasks don’t get bogged down in endless discussion and debate. You have to pay careful attention to the interdependencies among the chunks. And you have to carefully assess each employee’s strengths, weaknesses and interests so that you can assign the best set of sub-tasks to each employee.

9. Obstacle Removal
Inevitably, problems will occur. Your ability to solve them is critical to the ongoing success of your organization. Part of your job is to remove the obstacles that are preventing your employees from doing their best.

10. Heat Absorption
Not all problems can be solved. When upper management complains about certain things that can’t be avoided (e.g., an unavoidable delay in a project deliverable), it’s your job to take the heat. But what’s more important, it’s your job to absorb the heat to keep it from reaching your employees. It’s the manager’s responsibility to meet objectives. If the objectives aren’t being met, then it’s the manager’s responsibility to:
Make sure that upper management knows about the problem as early as possible.
Take all possible steps to solve the problem with the resources you’ve been given.
Suggest alternatives to management that will either solve the problem or minimize it. These other alternatives may propose the use of additional resources beyond the current budget, or they may propose a change in the objective that’s more achievable.
Keep the problem from affecting the performance or morale of your employees.

11. Uncertainty Removal
When higher management can’t give you consistent direction in a certain area, it’s up to you to shield your employees from the confusion, remove the apparent uncertainty, and lead your employees in a consistent direction until there’s a good reason to change that direction.

12. Project Management
This is a more advanced skill that formalizes some of attributes 7 – 11. Although both “Management” and “Project Management” contain the word “management,” they aren’t the same thing. Management implies a focus on people, while Project Management implies a focus on the project objective. You can be a Manager and a Project Manager, or you can be a Manager without being a Project Manager. You can also be a Project Manager without being a Manager (in which case you don’t have people reporting to you — you just deal with overseeing the project-specific tasks).

13. Administrative and Financial Skills
Most managers have a budget, and you’ll have to be able to set the budget and then manage to it. You’ll also have to deal with hiring, firing, rewarding good employee performance, dealing with unacceptable performance from some employees, and generally making sure that your employees have the environment and tools they need to do their work. It’s ironic that this is skill number 13 (an unlucky number in some cultures), because a lot of managers hate this part of the job the most. But if you’re good at budgeting, you’ll find it much easier to do the things you want to do. And hiring and dealing with employees on a day-to-day basis is one of the key skills to give you the best, happiest and most productive employees.

Conclusion
This article explains some of the things you’ll need to learn before you become a successful manager. You can probably become a manager without having all of these skills, but you’ll need all of them to be really successful and to get promoted to higher levels of management.

For every one of these skills, there are various levels of performance. No one expects a new manager to be superior at every one of these skills, but you should be aware of all of them, and you should do everything you can to learn more about each skill. Some of that learning will come through education (like reading the articles on this web site — you might want to subscribe). But much of the learning will come through experience — trial and error.

Just learn as much as you can about each skill, take nothing for granted, and focus on doing the very best that you can do. Learn from your mistakes and try not to repeat them. And ask for feedback — in many cases you won’t know what you could do better unless someone tells you.