How to Prioritize Your Work When Your Manager Doesn’t

Prioritizing work can be frustrating, especially if you work for a hands-off manager or a company that doesn’t give you clear goals. Most of us face this reality each and every day.

First, check your mindset when it comes to setting priorities. Don’t assume that prioritizing your workload is someone else’s job, and don’t choose to see yourself solely as a “do-er” or a “worker bee.” It’s easy to point blame at our managers and organizations when we experience high levels of stress or an overwhelming amount of work. Recognize that consciously setting priorities is a key pillar of success. You can start by assessing how well you’re handling the increased workload that comes with being a leader today.

Select a couple of areas to set priorities in; this can help the brain to manage information overload. Researchers have found that it’s the overload of options that paralyze us or lead to decisions that go against our best interests. Two criteria I use with clients to filter for priorities include contribution and passion. Consider your role today and answer the following questions:

• What is my highest contribution? When we reflect on contribution, we consider both the organization’s needs and how we uniquely bring to bear strengths, experience, and capabilities. The word contribution captures a sense of purpose, citizenship, and service.
• What am I passionate about? Motivation and energy fuel action, so when setting priorities, get clear on what brings you inspiration in your work today.e subsequent actions. Consider this chart:
  
•  

Quadrant I: Prioritize those areas of your job that hit this sweet-spot intersection of bringing your highest value-add and making an impact that you feel excited about. Look at the answers to the two questions above and see which projects, initiatives, and activities show up on both your high contribution and high passion lists.
Quadrant II: Tolerate those parts of the role that are important but drain your energy when you’re engaging in them. What are the possible discomforts, and what can you do about them?

• Tolerate and accept that you aren’t going to love every part of the job. For example, you may be excited about having a larger role and team but less excited about the increase in managerial processes and administration that come with it.
• Tolerate the fact that you may be on a learning curve. Perhaps a key part of the job includes something that isn’t yet a strength, such as presenting at town hall meetings or being more visible externally. Keep a growth mindset and push yourself out of the comfort zone.
• Remember that there is a tipping point in this quadrant. For example, your highest contribution in a strategy role may never offer you the passion you feel when coaching people. The quadrant could highlight that it’s time for a change (which was my situation more than 15 years ago, when no amount of prioritizing was ever going to overcome the fact I was in the wrong career).

Quadrant III: Elevate those tasks that give you a lot of energy but that others don’t see as the best use of your time. Where are the possible points of elevation?

• Elevate the value-add. Perhaps you see a hot new area, but the impact is less clear to others. Share what you are seeing out on the horizon that fuels your conviction, and explain why it’s good not only for you but also for the company.
• Elevate yourself. Be mindful of areas that you still enjoy, perhaps from a previous role or from when the company was smaller. Maybe you love to fix problems and have a bias toward action, which leads you to get involved in things your team should be handling. Hit pause before diving in.
• Ultimately, if the disconnect grows between what keeps you motivated and what your organization values, it may be time to move on.

Quadrant IV: Delegate the daily churn of low-value and low-energy-producing activities, emails, and meetings. If there’s no one to delegate to, make the case for hiring someone. You can also just say no, or eliminate those tasks altogether. The irony is, as we progress in our careers, things that were once in quadrant I now belong in quadrant IV. If people still come to you for these tasks, redirect them graciously by saying something like, “It’s so great to see you. I know how important this is. I’ve asked Kate on my team to take on those issues, and she’ll be able to get you a more direct and speedy answer.”

Approaching final authority vs going thru different layers of management

How to retain best talent

If you want to hire great people and have them stay working for you, you have to let them make a lot of decisions and you have to be run by ideas, not hierarchy. Best ideas have to win, otherwise, good people won't stay.
  --Steve Jobs
It doesn't make sense to hire smart people and then tell them what to do. We hire smart people to tell us what to do.

-- Steve Jobs

A sign of good leader is not how many followers you have, but how many leaders you create.

When passion becomes Quiet

https://www.linkedin.com/pulse/when-passion-becomes-quiet-sean-kelsey-1f/

Why Millennials Keep Dumping You

https://www.linkedin.com/pulse/why-millennials-keep-dumping-you-open-letter-lisa-earle-mcleod/

Habits of happy people

1. Don't show off
2. talk less
3. learn daily
4. help those who are less fortunate
5. laugh more
6. ignore nonsense
7. no entitlement
8. 
   

High Performing Jerks = Culture Crushers!

Jerk

• an annoyingly stupid or foolish person 
• an unlikable person especially : one who is cruel, rude, or small-minded a selfish jerk

Do not tolerate brilliant jerks. The cost to teamwork is too high

We've all worked with them... people who achieve outstanding results, but leave a trail of destruction behind them in the process! While their 'results' (typically financial) might bring short-term gains, these individuals can cause a long-term world of pain culturally (and therefore, financially), which begs the question...  Ultimately, shouldn't 'how' you achieve be just as important as 'what' you achieve?

'You get what you measure'...

• Part of the problem stems from the age-old conundrum: 'you get what you measure'... If you measure (and incentivise) a set of outcomes, the potential exists for individuals to focus all of their energy on those outcomes, to the exclusion of all other factors...
• Consider the sales/production/revenue targets, or the number of outbound calls the 'hard' measures, and the strength of relationships (possibly NPS), demonstrated collaboration, and commitment to team success throughout the process, the 'soft' measures. 
• These goals and measures can be more challenging to compose - they're not as straightforward as a set of numbers - but stick to the SMART principles, and design something specific that is meaningful to your employee. Better yet, use the soft measures as a gate-opener to the hard measures:

"if you don't play nice, you won't be rewarded financially, regardless of your sales figures"

Perhaps your employee is tasked with designing a new system/process, and implementing it across the business. The end product might be satisfactory, even exemplary, but if they don't engage key stakeholders appropriately, don't influence end-users to embrace the change, or they alienate their own team members by holding tightly onto every detail, then they have failed on the 'how'.

The 'Protected Species'...

• The employee who has connections in all the right places (generally Senior Management, or the Board), and continues on their destructive path, virtually untouchable. 
• The impact here is twofold: 
• first, you have the employees in their immediate vicinity, who become disgruntled and disengaged by the way they behave - perhaps you lose some top talent, who just aren't prepared to sit around in that environment; 
• second, you validate the behaviour and reinforce it as part of your culture. The longer poor behaviour has been tolerated, the more embedded it has become in the culture, and the more difficult it is to eliminate - and the more top talent you will continue to haemorrhage. 

Remember, regardless of an individual's contribution, if you overlook the 'how' and celebrate only the 'what', you are just perpetuating an unhealthy cycle!

Ultimately though, it is up to those who occupy leadership roles within an organisation to set the tone of the culture; to define what is 'above and/or below the line'. This requires leaders to display genuine leadership qualities, and to make it crystal clear (by example, and by follow-through as required) that:

"genuine collaboration and accountability for our own actions are non-negotiable if you plan on succeeding in this place".

Get this right, and you will set yourself up with a culture that delivers far greater and more consistent long term success than the short term spikes delivered by a Jerk!
What do you think?
Is 'how' you achieve just as important as 'what' you achieve?
Do leaders typically have the courage to call people on their behaviours?

This is how successful people think differently

Successful people come from all walks of life, yet they all have one thing in common: where others see impenetrable barriers, they see challenges to embrace and obstacles to overcome.

Their confidence in the face of hardship is driven by their ability to let go of the negativity that holds so many otherwise sensible people back.

Obstacles do not block the path; they are the path.

This perspective helps successful people to think differently to everyone else, which is important, because if you think like everyone else, no matter how smart or experienced you are, you’ll hit the same ceiling. By thinking outside the box and going against the grain, successful people rise above their limitations.

We all know how important it is to approach problems with radical optimism and creativity, but this is easier said than done. In a study conducted at Adobe, 96% of employees identified creativity as essential to their success, both in terms of their income and the value they bring to the world. What’s more, 78% wished they were capable of thinking differently, believing that they would progress through their careers more quickly if they did.

Too often we attribute creative and “different” thinking to natural, innate characteristics that belong only to the lucky. The truth is that you can study how ridiculously successful people think and incorporate their approach into your repertoire.

They’re confident. Successful people confidently act on their ideas, because they know that a failed idea is not a reflection of their ability; instead, they see it as a wonderful learning opportunity.

They’re composed. Ultra-successful people are composed, because they constantly monitor their emotions and understand them and they use this knowledge in the moment to react with self-control to challenging situations. When things go downhill, they are persistently calm and frustratingly content (frustrating to those who aren’t, at least). They know that no matter how good or bad things get, everything changes with time. All they can do is to adapt and adjust to stay happy and in control.

They’re honest. Super-successful people trust that honesty and integrity, though painful at times, always work out for the best in the long run. They know that honesty allows for genuine connections with people and that lying always comes back to bite you in the end. In fact, a Notre Dame study showed that people who often lied experienced more mental health problems than their more honest counterparts.

They seek out small victories. Successful people like to challenge themselves and to compete, even when their efforts yield only small victories. Small victories build new androgen receptors in the areas of the brain responsible for reward and motivation. When you achieve a series of small victories, the boost in your confidence can last for months.

They’re always learning. Super-successful people often know more than others do, because they’re constantly trying to learn. They vow to constantly grow, and they fill every spare moment with self-education. They don’t do this because it’s “the right thing to do”; they do it because it’s their passion. They’re always looking for opportunities to improve and new things to learn about themselves and the world around them. Instead of succumbing to their fear of looking stupid, truly exceptional people just ask the questions on their mind, because they would rather learn something new than appear smart.

They expose themselves to a variety of people. There’s no easier way to learn to think differently than spending time with someone whose strengths are your weaknesses or whose ideas are radically different from your own. This exposure sparks new ideas and makes you well rounded. This is why we see so many great companies with co-founders who stand in stark contrast to each other. Steve Jobs and Steve Wozniak from Apple were a prime example. Neither could have succeeded without the other.

They keep an open mind. Exposing yourself to a variety of people is useless if you spend that time disagreeing with them and comforting yourself with your own opinions. Successful people recognize that every perspective provides an opportunity for growth. You need to practice empathy by putting yourself in the other person’s shoes so that you can understand how their perspective makes sense (at least, to them). A great way to keep an open mind is to try to glean at least one interesting or useful thing from every conversation you have.

They’re fearless. Fear is nothing more than a lingering emotion that’s fueled by your imagination. Danger is real. Danger is the uncomfortable rush of adrenaline you get when you almost step in front of a bus; fear is a choice. Exceptional people know this better than anyone does, so they flip fear on its head. Instead of letting fear take over, they’re addicted to the euphoric feeling they get from conquering their fears.

They turn tedious tasks into games. Every job entails some degree of tedium. For most people, tedium leads to sloppy, rushed work. Only the most successful people find ways to make the tedious interesting. By turning tedious work into a game, they challenge themselves and produce high-quality work, making things interesting in the process.

They dream big but remain grounded. Successful people reach for the seemingly impossible, but they do so in a way that is actionable and realistic. While you may not know exactly how you’re going to achieve your dream, you need to make progress no matter how small the steps. For example, Elon Musk’s goal at SpacEx is to “Occupy Mars.” While this is a big dream, Musk keeps it realistic by engaging in regular steps that, some day, may get him there. SpacEx just landed a rocket upright on a boat in the ocean for the first time ever. It’s a far cry from colonizing Mars, but it’s an essential step in the process.

Bringing It All Together

The above behaviors can make any of us more successful if we use them every day. Give them a try, and see where they take you.

Why should we vote

5 things that govt should be providing for Free:
education, healthcare, clean water, clean air, safety

rampant corruption, unsure economy, and unclear foreign policy

While everyone sits and complains about this and that, and makes suggestions that the government should change this and that, the elections come and go without half the population paying attention. The highest recorded voter turnout in India was recorded in 2014 for the Lok Sabha elections at 66.4%. That means close to half the population does not exercise their right to vote.

Voting in India is a Constitutional right if one is a citizen over 18 years of age. However, that also makes it optional. It has been a tendency among voters, especially in the urban areas, to treat the voting day as a day of rest. While skipping the vote may not seem

to cause any harm,the long-term consequences are disastrous.

After 71 years of Independence, India has not proved itself to have control and order. The fault lies with both the leaders and the people. People are driven by religious beliefs rather than what is good for the country. We should choose that which drives the country forward, while still upholding the Indian tradition. But politics is wound up in frivolous matters rather than paying more attention to uplifting the poor, helping the aged, education, water, preserving the environment, agriculture, roads, planned urban development, and so on.

It can't be denied that the recent democratic experience in India has not been encouraging. For the past several years, India has been struggling with rampant corruption, unsure economy, and unclear foreign policy. Election after election has seen ineffective governments come to power that have done more harm than good. However, not casting one's vote will only worsen the condition. It is our duty as responsible citizens of India to make informed decisions and choose the best candidate from those presented. Moreover, with reforms like Right to Reject gaining wider support, it wouldn't be long before the system of elections is improved.

In many countries including Ireland people have fought for the Vote. The right of women to vote in Ireland was granted in 1922 just over 80 years ago ! But we need to use this Vote to have a strong and stable democracy. Remember Your Vote is Your Voice and by Voting you can hold politicians accountable. Democracy and Voting matter and your say is important!

• Voting is the most important way to make your voice heard on the issues that concern you.
• Voting gives you an opportunity to be part of decision-making that affects your life.
• If YOU don’t Vote Others will make the decisions for YOU!
• Decisions are made on your behalf everyday, healthcare, education, housing, global issues like defence and environment and local issues like bins and leisure facilities.
•  

Reasons to vote

It’s our right -

As a democratic country, India is built on the foundations of election. Our Parliament and Legislatures are of the people, by the people and for the people. Voting is a constitutional right that we are privileged to have. We take it for granted, but the constitution has given us the right to elect who we want, and the right to make the change.

Agent of change -

Your vote can play an important part in making the change. If you are unhappy with the current government, you can vote for a better one. Not voting could result in the same party ruling for another five years. At the end of the day, if the country is stuck with a bad government, it’s the people to blame for voting wrong or for not voting at all.

Your vote counts -

Every vote counts. Though it seems like an endless sea of people are there to vote, every vote counts. When the national attitude changes from thinking “my vote doesn’t make a difference”, then the numbers increase and a multitude of people voting will make the difference. The responsibility lies on every individual.

By casting their vote, citizens may not necessarily be able to get the best candidate elected—politics being what it is—but by avoiding casting their vote they improve the chances of the unsuitable ones winning the polls. At the end, it is only the voter who has to suffer through poor governance.

NOTA -

The Government of India has made the provision for voters to exercise their vote even if they are not happy with any of the candidates. NOTA stands for None of the Above and this is an important vote to cast for those who aren’t satisfied by any of the parties standing. Voting NOTA expresses that none of the candidates are good enough. NOTA votes count, however in case the majority of the votes are NOTA, then the party with the next majority will come to power.

India’s history -

Indians struggled to win our freedom and we have the right to vote because of them. Exercising our right to vote upholds what our freedom.

Emotional Quotient

https://www.helpguide.org/articles/mental-health/emotional-intelligence-eq.htm

Emotional intelligence (EI), Emotional leadership (EL), Emotional quotient (EQ) and Emotional Intelligence Quotient (EIQ), is the capability of individuals to recognize their own emotions and those of others, discern between different feelings and label them appropriately, use emotional information to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one's goal

Emotional intelligence (otherwise known as emotional quotient or EQ) is the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict.

This definition was later broken down and refined into four proposed abilities: perceiving, using, understanding, and managing emotions.

1. Perceiving emotions – the ability to detect and decipher emotions in faces, pictures, voices, and cultural artifacts—including the ability to identify one's own emotions. Perceiving emotions represents a basic aspect of emotional intelligence, as it makes all other processing of emotional information possible.
2. Using emotions – the ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. The emotionally intelligent person can capitalize fully upon his or her changing moods in order to best fit the task at hand.
3. Understanding emotions – the ability to comprehend emotion language and to appreciate complicated relationships among emotions. For example, understanding emotions encompasses the ability to be sensitive to slight variations between emotions, and the ability to recognize and describe how emotions evolve over time.
4. Managing emotions – the ability to regulate emotions in both ourselves and in others. Therefore, the emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals.

1. Self-awareness – the ability to know one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions.
2. Self-regulation – involves controlling or redirecting one's disruptive emotions and impulses and adapting to changing circumstances.
3. Social skill – managing relationships to move people in the desired direction
4. Empathy – considering other people's feelings especially when making decisions
5. Motivation – being driven to achieve for the sake of achievement

1. Better social relations for children – Among children and teens, emotional intelligence positively correlates with good social interactions, relationships and negatively correlates with deviance from social norms, anti-social behavior measured both in and out of school as reported by children themselves, their own family members as well as their teachers.^[37]
2. Better social relations for adults – High emotional intelligence among adults is correlated with better self-perception of social ability and more successful interpersonal relationships while less interpersonal aggression and problems.^[37]
3. Highly emotionally intelligent individuals are perceived more positively by others – Other individuals perceive those with high EI to be more pleasant, socially skilled and empathic to be around.^[37]
4. Better family and intimate relationships – High EI is correlated with better relationships with the family and intimate partners on many aspects.
5. Better academic achievement – Emotional intelligence is correlated with greater achievement in academics as reported by teachers but generally not higher grades once the factor of IQ is taken into account.^[37]
6. Better social relations during work performance and in negotiations – Higher emotional intelligence is correlated with better social dynamics at work as well as better negotiating ability.^[37]
7. Better psychological well-being - Emotional intelligence is positively correlated with higher life satisfaction, self-esteem and lower levels of insecurity or depression. It is also negatively correlated with poor health choices and behavior.^[37]
8. Allows for self-compassion - Emotionally intelligent individuals are more likely to have a better understanding of themselves, and to make conscious decisions based on emotion and rationale combined. Overall, it leads a person to self-actualization.^[58]

 ow emotional intelligence appears in the real world.

Here are 13 of them:

1. You think about feelings.

Emotional intelligence begins with what is called self- and social awareness, the ability to recognize emotions (and their impact) in both yourself and others.

That awareness begins with reflection. You ask questions like:

• What are my emotional strengths? What are my weaknesses?
• How does my current mood affect my thoughts and decision making?
• What's going on under the surface that influences what others say or do?

Pondering questions like these yield valuable insights that can be used to your advantage.

2. You pause.

The pause is as simple as taking a moment to stop and think before you speak or act. (Easy in theory, difficult in practice.) This can help save you from embarrassing moments or from making commitments too quickly.

In other words, pausing helps you refrain from making a permanent decision based on a temporary emotion.

3. You strive to control your thoughts.

You don't have much control over the emotion you experience in a given moment. But you can control your reaction to those emotions--by focusing on your thoughts. (As it's been said: You can't prevent a bird from landing on your head, but you can keep it from building a nest.)

By striving to control your thoughts, you resist becoming a slave to your emotions, allowing yourself to live in a way that's in harmony with your goals and values.

4. You benefit from criticism.

Nobody enjoys negative feedback. But you know that criticism is a chance to learn, even if it's not delivered in the best way. And even when it's unfounded, it gives you a window into how others think.

When you receive negative feedback, you keep your emotions in check and ask yourself: How can this make me better?

5. You show authenticity.

Authenticity doesn't mean sharing everything about yourself, to everyone, all of the time. It does mean saying what you mean, meaning what you say, and sticking to your values and principles above all else.

You know not everyone will appreciate your sharing your thoughts and feelings. But the ones who matter will.

6. You demonstrate empathy.

The ability to show empathy, which includes understanding others' thoughts and feelings, helps you connect with others. Instead of judging or labeling others, you work hard to see things through their eyes.

Empathy doesn't necessarily mean agreeing with another person's point of view. Rather, it's about striving to understand--which allows you to build deeper, more connected relationships.

7. You praise others.

All humans crave acknowledgement and appreciation. When you commend others, you satisfy that craving and build trust in the process.

This all begins when you focus on the good in others. Then, by sharing specifically what you appreciate, you inspire them to be the best version of themselves.

8. You give helpful feedback.

Negative feedback has great potential to hurt the feelings of others. Realizing this, you reframe criticism as constructive feedback, so the recipient sees it as helpful instead of harmful.

9. You apologize.

It takes strength and courage to be able to say you're sorry. But doing so demonstrates humility, a quality that will naturally draw others to you.

Emotional intelligence helps you realize that apologizing doesn't always mean you're wrong. It does mean valuing your relationship more than your ego.

10. You forgive and forget.

Hanging on to resentment is like leaving a knife inside a wound. While the offending party moves on with their life, you never give yourself the chance to heal.

When you forgive and forget, you prevent others from holding your emotions hostage--allowing you to move forward.

11. You keep your commitments.

It's common nowadays for people to break an agreement or commitment when they feel like it. Of course, bailing on an evening of Netflix with a friend will cause less harm than breaking a promise to your child or missing a major business deadline.

But when you make a habit of keeping your word--in things big and small--you develop a strong reputation for reliability and trustworthiness.

12. You help others.

One of the greatest ways to positively impact the emotions of others is to help them.

Most people don't really care where you graduated from, or even about your previous accomplishments. But what about the hours you're willing to take out of your schedule to listen or help out? Your readiness to get down in the trenches and work alongside them?

Actions like these build trust and inspire others to follow your lead when it counts.

13. You protect yourself from emotional sabotage.

You realize that emotional intelligence also has a dark side--such as when individuals attempt to manipulate others' emotions to promote a personal agenda or for some other selfish cause.

And that's why you continue to sharpen your own emotional intelligence--to protect yourself when they do.

Here are 10 Ways to Enhance Your Emotional Intelligence:

1. Don’t interrupt or change the subject. If feelings are uncomfortable, we may want to avoid them by interrupting or distracting ourselves. Sit down at least twice a day and ask, “How am I feeling?” It may take a little time for the feelings to arise. Allow yourself that small space of time, uninterrupted.

2. Don’t judge or edit your feelings too quickly. Try not to dismiss your feelings before you have a chance to think them through. Healthy emotions often rise and fall in a wave, rising, peaking, and fading naturally. Your aim should be not to cut off the wave before it peaks.

3. See if you can find connections between your feelings and other times you have felt the same way. When a difficult feeling arises, ask yourself, “When have I felt this feeling before?” Doing this may help you to realize if your current emotional state is reflective of the current situation, or of another time in your past.
4. Connect your feelings with your thoughts. When you feel something that strikes you as out of the ordinary, it is always useful to ask, “What do I think about that?” Often times, one of our feelings will contradict others. That’s normal. Listening to your feelings is like listening to all the witnesses in a court case. Only by admitting all the evidence will you be able to reach the best verdict.

5. Listen to your body. A knot in your stomach while driving to work may be a clue that your job is a source of stress. A flutter of the heart when you pick up a girl you have just started to date may be a clue that this could be “the real thing.” Listening to these sensations and the underlying feelings that they signal will allow you to process with your powers of reason.
6. If you don’t know how you’re feeling, ask someone else. People seldom realize that others are able to judge how they are feeling. Ask someone who knows you (and whom you trust) how you are coming across. You may find the answer both surprising and illuminating.
7. Tune in to your unconscious feelings. How can you become more aware of your unconscious feelings? Try free association. While in a relaxed state, allow your thoughts to roam freely and watch where they go. Analyze your dreams. Keep a notebook and pen at the side of your bed and jot down your dreams as soon as you wake up. Pay special attention to dreams that repeat or are charged with powerful emotion.
8. Ask yourself: How do I feel today? Start by rating your overall sense of well-being on a scale of 0 and 100 and write the scores down in a daily log book. If your feelings seem extreme one day, take a minute or two to think about any ideas or associations that seem to be connected with the feeling.

9. Write thoughts and feelings down. Research has shown that writing down your thoughts and feelings can help profoundly. A simple exercise like this could take only a few hours per week.

10. Know when enough is enough. There comes a time to stop looking inward; learn when its time to shift your focus outward. Studies have shown that encouraging people to dwell upon negative feelings can amplify these feelings. Emotional intelligence involves not only the ability to look within, but also to be present in the world around you.

Topics

• 11/10
• 11/11
• Communication(intra, inter, extra)
• 11/12
• What is different in a leader
• high emotional quotionent
• he knows himself 
•  Dec18
• Think as your manager & be critical on your self
• Justify your stand wrt above critic
•  Reform vs perform
• central Govt performance  
• perception & decision making
  intution & decision making
• Both will avoid biasas
• Jan19
• How does communication impact the relationship in past
• emotionally broken - things are not happening
• how to deal with emotional people
• how emotional am I
• reason for emotionally broken 
• How to address c-class group in team or outside
• How to handle a jerk who is smart@work but doesn't cooperate. 
• They think they are the best and every one are at their mercy
• not cooperating & respect
•  

Micromanagement

micromanagement is a management style whereby a manager closely observes and/or controls the work of his/her subordinates or employees. Micromanagement is generally considered to have a negative connotation, mainly due to the fact that it shows a lack of freedom in the workplace.

• micromanagement as "manage[ment] especially with excessive control or attention on details.
• manage[ment] or control with excessive attention to minor details

• Rather than giving general instructions on smaller tasks and then devoting time to supervising larger concerns, the micromanager monitors and assesses every step of a business process and avoids delegation of decisions.
• Micromanagers are usually irritated when a subordinate makes decisions without consulting them, even if the decisions are within the subordinate's level of authority. 
• Micromanagement also frequently involves requests for unnecessary and overly detailed reports ("reportomania")
  A micromanager tends to require constant and detailed performance feedback and to focus excessively on procedural trivia (often in detail greater than they can actually process) rather than on overall performance, quality and results.
  This focus on "low-level" trivia often delays decisions, clouds overall goals and objectives, restricts the flow of information between employees, and guides the various aspects of a project in different and often opposed directions.
  Many micromanagers accept such inefficiencies as less important than their retention of control or of the appearance of control.
  It is common for micromanagers, especially those who exhibit narcissistic tendencies and/or micromanage deliberately and for strategic reasons, to delegate work to subordinates and then micromanage those subordinates' performance, enabling the micromanagers in question to both take credit for positive results and shift the blame for negative results to their subordinates.
  
  These micromanagers thereby delegate accountability for failure but not the authority to take alternative actions that would have led to success or at least to the mitigation of that failure.
  
  
  

  The Signs of Micromanagement

   

  Micro-managers lack personal leadership and tend to:
  
• Resist delegating work
• Immerse themselves in the work assigned to others
• Look at the detail instead of the big picture
• Discourage others from making decisions
• Get involved in the work of others without consulting them
• Monitor what’s least important and expect regular reports on miscellany
• Push aside the experience and knowledge of colleagues
• Loose loyalty and commitment
• Focus on the wrong priorities
• Have a de-motivated team

Coping With Micromanagers

Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out. – Ronald Reagan

So, how do you cope with a micromanager?
Changing their behaviour isn’t easy but it is possible in time and with great patience and resilience!
Here’s my advice …

1. Assess your behaviour

Are you doing anything that could give your manager cause for concern? Are you giving the job your full attention?
Perhaps your manager is a stickler for good timekeeping and you take a more relaxed approach. Try and match up to their values and beliefs.

2. Understand your manager

Learn to see things from their point of view.
By understanding the signs of micromanagement — knowing what they are trying to achieve — you may find that you can help them realise their goals.
Pursuing a common goal will help build trust and this will give you more freedom.

3. Challenge your manager

Insist on having regular 1:1 supervision sessions.
At these meetings agree to do something that helps them meet their goals.
And, challenge your manager when they interfere. Remind them of the agreement and their part in the bargain. Always ask your manager for the opportunity to do something on your own.

4. Frequent communication

Good communication and results is the best way to deal with the micromanager. Therefore give them an update on progress at every opportunity.

Summary

Because micromanagers rarely recognise their behaviour and the impact it has on the team it is worthwhile pointing this out to them once you have gained some trust.
They may be open to working with you. But then again, don’t expect too much — sooner or later they will revert to type. Sometimes it’s you who has to move on!

15 Ways To Get Your Boss To Stop Micromanaging You

 Although it's common for newer managers to struggle with delegation, it's ultimately a bad habit that will lead to a negative work environment with an unhappy team and an unhappy boss. If you approach the situation professionally and tactfully, you can bring this issue up to your manager and help them see that you're capable of doing the job you were hired to do.

 Understand And Reduce Their Insecurities
Micromanaging is an outgrowth of insecurity. Insecurities occur for various reasons, but it's your responsibility to discover the root cause and mitigate the issue. Often times, overcommunicating your project status, weekly progress and outcomes of meetings will alleviate the issue. Have frequent one-on-ones with your manager and get to understand concerns are so you can set them at ease.

2. Find Small Ways To Prove Your Credibility
Your manager may need a coach because they feel they cannot let go and delegate. It is often not your responsibility or place to suggest this kind of thing because it may embarrass them or hurt your career; however, you can find ways to talk to them about how you can be trusted with something small. Work to gain small wins of credibility in this area and they may release you.

3. Conduct An Interaction Audit
Inexperienced leaders generally micromanage as a way to feel in control. If you're the employee and you need to get your new leader to stop micromanaging you, take one week and make a list of all the interactions you have with the manager. Then, meet with them and share ideas on how you can improve interactions. Communicate how you can save them time based on specifics from your list.

4. Help Your Boss Delegate To You More Effectively
Take on work or projects that you're confident you'll be good at. Help your boss to delegate to you more effectively by encouraging them to share information you need in advance. Then make sure you communicate progress to your boss regularly. This will start to increase not only your confidence, but their delegation skills.

5. Ask What You Can Do To Build Trust And Independence
Schedule a meeting with your boss and explain that you've noticed their level of involvement. Then, positively note that having greater trust in your capabilities will enable you to achieve even better results. Ask how you can, together, deepen trust and independence. Does your boss need more frequent updates? Do you need to better show your abilities? Talk it through; collaborate on a plan.

6. Create More Space For Awareness
In this kind of situation, it is important to broaden awareness by having a gentle and honest conversation. Spell it out: "When you do X, I feel that I am being micromanaged, and it leaves me reacting like Y." In this way, you can pinpoint certain behaviors and communicate how they land on you. This might lead to big shifts! Or it might not, but at least you tried in good faith.

7. Mirror Your Manager
Communicate precisely what you are doing with your work, when you will be delivering it, and deliver on time (or warn the leader about delays and explain what's happening). When you deliver work, mirror some of your leader's communication style – the way they gesture, their work pace, even words they use. They will feel that your work is thorough and "just the way they would do it."

8. Ask For Feedback Instead Of Permission
We often invite our leaders to micromanage us. By asking for permission to move forward on decisions or next steps, you make your leader question your decision-making skills and credibility. Instead, keep your leader informed along the way. And, if you need feedback or coaching on an issue, approach your leader with your thought-through plan, and ask for feedback in the areas you're uncertain.
9. Put Yourself In Your Manager's Shoes
As humans, we have a tendency to overcomplicate everything. Try to put yourself in their shoes and consider why they are micromanaging. Is it insecurity? Fear? In any case, keep the lines of communication open and clarify expectations, goals and boundaries. Work will be easier with an understanding and open communication. Meet regularly to discuss, provide updates, and/ or collaborate.

10. Bridge The Gap Between Intentions And Performance
No matter if you have a concern or if the leader has a reason for micromanaging, the first thing that needs to happen is the space. Take time to talk about how you feel about your work, and how it is affecting your performance. Using that space, try to understand the intent of the leader – nearly everyone has a positive intent, so try to understand that and bridge the gap.

11. Invite Open Communication
The best way to talk about micromanaging is an open conversation, not a fight. If you are feeling that your leader is micromanaging you, you can start off by being specific: "I would like to handle X on my own, and then check with you after for feedback." If they continue to micromanage, say, "I feel like you don't trust me to complete X correctly, and I want to try. Can we talk after?" Be open!

12. Clarify Expectations
Hard conversations make us feel vulnerable and exposed to potential fallout. It's also what makes us authentic and helps build strong connections. Have a conversation about your leader's expectations of you. This will help ensure you are both on the same page. Ask if your leader is available for questions should you have any. Then schedule a daily check-in to give updates and realign expectations.

13. Don't Blame Your Manager – Work To Earn Their Trust
When we work with leaders who micromanage their teams, it’s crucially important to remember that the leader isn’t the only one at fault for their behavior. Yes, they bear a large chunk of the burden in how they lead, but let’s not forget that the team being managed has the responsibility to earn the trust required for the leader to let go. Trust is a two-way street, and that trust must be earned.

14. Implement A Transparency And Accountability System
A lot of time micromanaging is born out of lack of clear communication. Implement a tool or use technology to show your leader what projects you are working on, and how you are tracking progress. Once they know they can check up on you at any time via this tool, the need to micromanage disappears.

15. Understand The Big Picture
Your contribution is part of a big picture project that your leader is managing. Getting all the small pieces of the big picture in place, accurately and on time, can be like herding cats and lead to what is labeled as "micromanagement." Coach up. Ask your leader to take some time to share the big picture, then reassure them that you understand how your contribution affects the process.

Unit of business

Pink Slip

• It is a notice of redundancy issued to an employee
• notice to an employee of termination of employment
• A less severe form of involuntary termination is often referred to as a layoff 

Pink slip refers to the American practice, by a human resources department, of including a discharge notice in an employee's pay envelope to notify the worker of their termination of employment or layoff.


Firing carries a stigma in many cultures, and may hinder the jobseeker's chances of finding new employment, particularly if they have been terminated from a previous job.

https://en.wikipedia.org/wiki/Termination_of_employment
 
  A layoff is usually not strictly related to personal performance, but instead due to economic cycles or the company's need to restructure itself, the firm itself going out of business or a change in the function of the employer (for example, a certain type of product or service is no longer offered by the company and therefore jobs related to that product or service are no longer needed). One type of layoff is the aggressive layoff^{[citation needed]}; in such a situation, the employee is laid off, but not replaced as the job is eliminated.

Promote internal vs lateral hire

Advantages of promoting internally:
 
I’m a huge advocate of promoting internally; after all, internal promotions have got me to where I am today. I personally prefer this method because it means I can walk into the new role feeling fully competent and confident about the company structure and processes. However there are many more benefits to this method of team building:

• Better business understanding
• Rewarding loyalty -  Rewarding high-performing employees from within your business demonstrates that you care about their career progression. They are, as a result, likely to remain loyal to the business for a while yet. In fact, a recent study has found that those promoted externally are 21% more likely to leave the business compared to the more loyal, internal hires.
• Cost and time effective

Advantages of hiring externally
Perhaps the biggest benefit of recruiting externally is all the new and varied perspectives

By hiring externally you are giving yourself access to a far larger talent pool, which is particularly important if you are looking for specific skills. A popular approach is to first look within the business for employees with the relevant skills and then, failing that, to broaden your search to include people outside of the company.

•  New perspectives and ideas - Perhaps the biggest benefit of recruiting externally is all the new and varied perspectives that you are bringing into your business. Each new hire will have accrued a particular set of skills and expertise from their previous employer, and it’s by combining all of these that you can repeatedly come to the best and most efficient practices.   
• A competitive advantage -   Following on from the first point, hiring team members from competitors helps to provide you with some perspective on how effective your strategy really is. It’s easy in a familiar team to become insular, believing that, as a market-leader, you have nothing to learn from your rivals. You may find, however, that someone else has a smarter and more cost-effective means of doing something. And if they don’t, it’s reaffirming to know that your business processes are the most efficient and streamlined out there.
• Increased diversity - The multiple benefits of increased diversity is something that Hays recognises and is passionate about. If you’re unfamiliar with the business benefits of diversity then have a read of this Viewpoint blog. Diversity can strengthen a business from both within (e.g. gender diverse companies are 15% more likely to outperform their less diverse counterparts) and externally (mirroring the diversity of your customer base helps you to better understand and meet their needs).

Why are we motivated to act fast in few cases but not all?

strategies to motivate those unwilling “laggards”:

• Motivation #1: Comparative Metrics
• Motivation #2: Give them a Nudge
• Motivation #3: Remove the Excuse – Divide and Conquer
• Motivation #4: Ask them Participate in Frequent Release Process
•  

4 Ways To Get Slow Workers Moving Faster

• Limit their options
• When you give an employee less choices on how to proceed, the easier it is for that person to proceed. If you only give one option, you have more of a dictatorship. This can actually cause an employee to intentionally slow down to retaliate. A good rule of thumb is to stick with three options. This will give them enough freedom of choice to motivate them, but it will also limit their options to something manageable, which will help them make a quick decision.
• Give interim deadlines
• If the project is due in the final state in a month, for example, break it up into four smaller deadlines. When you do this, asking for a quarter of the project each week, it will bring the employee a greater sense of immediacy, and that gets people moving.
• Set clear expectations
• We all aspire to the expectations (both good and bad) that are set for us. When assigning this to the employee, explain your expectation with absolute clarity and that you have confidence in them. When they fully understand what is expected of them, and that you believe in their abilities, they will strive to please you.
• Slow going
• There is another issue that is worth bringing up here. If you have an employee that once seemed like a good candidate (come on, you hired them, after all), and now they are slow and unmotivated, try to determine why that is. Sometimes people may act like this if they don’t have all the tools they need to complete a task, are not getting clear instructions, or may even have personal problems that are draining their brain (and ultimately your time). But if you can get to the bottom of it and understand where the problem is coming from, you may be able to be more effective at addressing it.
  Businesses run off productivity. You know that, but at times your employees may need a gentle reminder of this. Before it gets too out of hand, and they fall into a pattern of producing the minimal amount it takes to hang on to their job, address the problem. By speeding things up, you will be motivating them, teaching them more about business, and you will likely be meeting your customer demand more efficiently
•  

https://medium.com/leadership-motivation-and-impact/what-i-learned-from-thinking-fast-and-slow-a4a47cf8b5d5
https://www.plutora.com/blog/4-ways-to-motivate-the-laggards-managing-slow-releases-to-move-faster
https://www.americanexpress.com/us/small-business/openforum/articles/4-ways-to-get-slow-workers-moving-faster/

Image & Brand

Brand is what other people say about you when you're not in the room.

The term branding refers to the process of equipping the products and services with brand power, to create a line of demarcation between company’s product and other products in the market.

Brand identity is how the brand owner defines his brand, brand image determines how the ultimate consumer perceives the brand.

Brand Identity is how you want the consumer to perceive your product or brand. It helps to shape the personality of the product, service or company. It’s the voice you give your product or service.

Brand Image is the perception of your product or brand by consumers. It’s what they hear.

In other words, the brand identity can be the logo, slogan or tagline, style and tone whereas brand image can be the basic impression, belief of the existing and potential customer regarding the brand.

So many factors combine to create a brand image – some of which you have no control over. This increases the importance of the factors within your control, the strategic choices you make regarding your brand and marketing efforts.

The strongest voice you can give your product is a well-defined and consistently communicated brand identity. Teachers use this when they repeat an important concept for emphasis, and then really let it sink in. Have you given your brand a strong voice? Do you know what your next marketing initiative should be? If you’d like to know more about what your clients hear, give our marketing team a call.

	Brand Identity	Brand Image
1	Brand identity develops from the source or the company.	Brand image is perceived by the receiver or the consumer.
2	Brand message is tied together in terms of brand identity.	Brand message is untied by the consumer in the form of brand image.
3	The general meaning of brand identity is “who you really are?”	The general meaning of brand image is “How market perceives you?”
4	It’s nature is that it is substance oriented or strategic.	It’s nature is that it is appearance oriented or tactical.
5	Brand identity symbolizes firms’ reality.	Brand image symbolizes perception of consumers
6	Brand identity represents “your desire”.	Brand image represents “others view”
7	It is enduring.	It is superficial.
8	Identity is looking ahead.	Image is looking back.
9	Identity is active.	Image is passive.
10	It signifies “where you want to be”.	It signifies “what you have got”.
11	It is total promise that a company makes to consumers.	It is total consumers’ perception about the brand.

Brand personality is the way a brand speaks and behaves. It means assigning human personality traits/characteristics to a brand so as to achieve differentiation. These characteristics signify brand behaviour through both individuals representing the brand (i.e. it’s employees) as well as through advertising, packaging, etc. When brand image or brand identity is expressed in terms of human traits, it is called brand personality. For instance - Allen Solley brand speaks the personality and makes the individual who wears it stand apart from the crowd. Infosys represents uniqueness, value, and intellectualism.
Brand personality is nothing but personification of brand. A brand is expressed either as a personality who embodies these personality traits (For instance - Shahrukh Khan and Airtel, John Abraham and Castrol) or distinct personality traits (For instance - Dove as honest, feminist and optimist; Hewlett Packard brand represents accomplishment, competency and influence). Brand personality is the result of all the consumer’s experiences with the brand. It is unique and long lasting.

Brand personality must be differentiated from brand image, in sense that, while brand image denote the tangible (physical and functional) benefits and attributes of a brand, brand personality indicates emotional associations of the brand. If brand image is comprehensive brand according to consumers’ opinion, brand personality is that aspect of comprehensive brand which generates it’s emotional character and associations in consumers’ mind. Brand personality develops brand equity. It sets the brand attitude. It is a key input into the look and feel of any communication or marketing activity by the brand. It helps in gaining thorough knowledge of customers feelings about the brand. Brand personality differentiates among brands specifically when they are alike in many attributes. For instance - Sony versus Panasonic. Brand personality is used to make the brand strategy lively, i.e, to implement brand strategy. Brand personality indicates the kind of relationship a customer has with the brand. It is a means by which a customer communicates his own identity.

Brand Identity vs Brand Personality

‘Your identity is your most valuable possession and it needs to be protected.’
Similarly, a brand has an identity too – something that a consumer instantly recognizes the brand with.
For instance, what comes to your mind when you read the phrase ‘Just do it!’? You instantly think of the sports brand, Nike. That is the brand’s identity.
A brand identity is conveyed through various aspects of a brand. The brand’s logo, tagline, fonts, color all act towards creating a brand’s identity.

A brand identity is the face of your company or a product.
It represents the company’s values, mission and services.
It is something that your customers know you for. A brand identity is important because:

• An identity sets you apart from your competitors
• A strong brand identity creates a strong brand awareness
• It establishes a connection in the minds of the customers
• When the identity is strong, it creates a strong brand recall
• A strong brand identity leads to credibility and trust among customers

personality of your Brand?

No, it’s not a trick question. Your brand is as human as you are.
It has a personality that has been built through years of development of the brand. While the brand identity can change as the brand passes through phases in the brand life cycle, a brand personality will mostly remain the same.
Brand personality is something that a brand portrays if your brand was a human being. Imagine your brand to be alive at this moment, the qualities that you give your brand, is the brand personality. It is as if ‘giving life to your brand.’

Examples of Brand Image

• Coca-cola is a brand known for happiness, joy, and good experience. It is the ‘original cola’ and has a ‘unique taste’.
• Woodland Shoes are solid and are an ideal choice for outdoors. They last very long.

This image of a brand is ultimately a deciding factor that determines the product sales. The brand image is very important, as it is an accumulation of beliefs and views about that particular brand. The character and value of the brand is portrayed by its image, as it is the main component in the scheme of things.


For example, Colgate is a brand name known in every Indian household. The brand has been able to create an image that defines trust, hope and belief. The consumer is convinced that the usage of Colgate products will give satisfactory results.

Other brands with strong brand image are

1. Apple
2. Google
3. Adidas and many others

Lose control of your brand(usefully)
 Reputations are volatile & loyalties are fickle. Companies are losing control of their employees and customers.

• Give people more control. Collaborate with them on ideas, knowledge, designs and product. 
• This will give sense of ownership. This makes employee more happier and productive. Let employee set their own schedule 
• Less control to Juniors
• This is to counter abundance of choice and make them happier.
• Beyond control
• Hyper connectivity and transparency expose behavior in broad day light. Saying true to their true selves is the only sustainable value proposition.

Management Skills

Business management is more than simply telling employees what to do. Managers must understand business organization, finance, and communication, as well as have a thorough understanding of their particular market and relevant technologies and policies.

While managers are not necessarily the most important people in the organization, their work is critical to helping everyone else work together seamlessly.

Management vs. Leadership Skills

Management skills overlap with leadership skills, as both involve problem-solving, decision-making, planning, delegation, communication, and time management. Good managers are often good leaders. And yet the two roles are distinct.

Management focus on the technical “how” of accomplishing tasks. Leaders, in contrast, focus on the “why,” motivating and inspiring their subordinates.

The critical role of a manager is to ensure that a company’s many moving parts are all working properly together. Without this integration, problems can arise and issues can “fall through the cracks.”

Management Skills

Most management skills are related to five basic, fundamental functions: planning, organizing, coordinating, directing, and oversight.

Planning
Individual managers may or may not be personally involved in drafting company policy and strategy, but even those who aren’t still must be able to plan. You might be given certain objectives and then be responsible for developing ways to meet those objectives. You may need to adjust someone else’s plan to new circumstances. In either case, you’ll have to understand what your resources are, develop time tables and budgets, and assign tasks and areas of responsibility.

Organizing
Organizing generally means creating structures to support or accomplish a plan. This might involve creating a new system of who reports to whom, designing a new layout for the office, or building strategy and planning around how to move through a project, how to move toward deadlines, and how to measure milestones.

Aspects of organization could also mean helping leaders under your guidance manage their subordinates well. Organization is about planning and foresight, and requires an ability to comprehend the big picture.

Coordinating
Managers must know what is happening, what needs to happen, and who and what are available to accomplish assigned tasks. If someone is miscommunicating, if someone needs help, if a problem is being overlooked or a resource underutilized, a manager needs to notice and correct the issue. Coordinating is the skill that lets the organization act as a unified whole.

Directing/Delegating
Directing is the part where you take charge and tell people what to do, otherwise known as delegating, giving orders, and making decisions. Someone has to do it, and that someone could be you.

Oversight
Oversight means keeping track of what’s going on and setting right anything that gets out of place. It might include anything from reviewing business models and checking for inefficiencies to checking to make sure a project is on time and on budget. Oversight is the maintenance phase of management.

Interpersonal skills

Management jobs are all about people and being able to build successful relationships is integral. If you want to lead a team you'll first need to earn the respect of your colleagues and to do this you need to know how to effectively deal with other people.
Setting time aside to get to know your team members on both a personal and professional level, perhaps through social activities or team-building training, while still maintaining professional boundaries, will go a long way to earning their respect.
You need to demonstrate your managerial qualities and authority while maintaining the ability to play your part as a member of a team.

Forward planning and strategic thinking

It's a manager's job to think of the big picture, so as well as focusing on today's tasks and responsibilities you need to plan for the future. This means setting priorities in line with company goals, reviewing systems and policies, and attending training and managing the CPD activities of your team. As a strategic thinker you'll encourage innovation and change in order to make your team and the organisation as a whole more productive and profitable.

Communication and motivation

Effective leaders must master all forms of communication including written, verbal and listening skills. As a team manager you're the line of communication between frontline staff and senior management, so you'll need to be able to communicate with a variety of people from entry-level employees to heads of departments and CEOs in a number of different ways such as via email and social media, over the phone and in presentations, meetings and one-to-ones.
As a leader you'll need to establish a trusting relationship with your employees so they feel comfortable sharing information with you and vice versa. To ensure that lines of communication remain open you'll need to make yourself readily available and accessible to your employees to discuss any issues or concerns that arise. Putting in place an open door policy or weekly or monthly team meetings should facilitate this. When communicating let your staff know that they matter by keeping eye contact, smiling and listening attentively.
Projecting an open, positive attitude at work goes a long way to creating a happy and healthy work environment. Don't shut yourself off or put yourself on a pedestal. Simple things such as active encouragement, recognising achievements and taking an interest in the lives of your employees boosts morale and ensures that staff feel valued by the company. If people are a product of their environment, a positive workplace creates happy, motivated employees.

Organisation and delegation

On a day-to-day basis a manager must juggle multiple responsibilities so excellent organisational skills are vital. You will need to manage your own workload, oversee the work of other employees, attend meetings and training sessions, carry out appraisals and review company policies. Sloppy working practices, tardiness and a general lack of organisational ability will not be tolerated at this level and could set a bad example to your staff. Effective organisational skills reduce stress, save time and ensure that important deadlines are met.
Many managers ease their own busy workload by delegating tasks to colleagues. To do this effectively you need to analyse and identify the skills of your employees and assign duties to each depending on their skillset. Delegation is far from a sign of weakness and can in fact multiply the amount of work that a manager can accomplish, while developing an employee's confidence and skills.

Forward planning and strategic thinking

It's a manager's job to think of the big picture, so as well as focusing on today's tasks and responsibilities you need to plan for the future. This means setting priorities in line with company goals, reviewing systems and policies, and attending training and managing the CPD activities of your team. As a strategic thinker you'll encourage innovation and change in order to make your team and the organisation as a whole more productive and profitable.

Problem solving and decision-making

As a manager you'll be tasked with spotting and solving problems on daily basis. This requires outstanding attention to detail and the ability to remain calm under pressure. To ensure that your team is productive and that the workflow runs smoothly you'll have to think on your feet when problems arise. Creative thinking will help you to come up with innovative solutions that minimise the impact on your team and the business as a whole.
Thinking on your feet also comes in useful when you have to make a snap decision about how to successfully complete a task or meet a business goal. Being able to quickly weigh up the pros and cons of a situation and make an informed decision is essential.

Problem solving and decision-making

As a manager you'll be tasked with spotting and solving problems on daily basis. This requires outstanding attention to detail and the ability to remain calm under pressure. To ensure that your team is productive and that the workflow runs smoothly you'll have to think on your feet when problems arise. Creative thinking will help you to come up with innovative solutions that minimise the impact on your team and the business as a whole.
Thinking on your feet also comes in useful when you have to make a snap decision about how to successfully complete a task or meet a business goal. Being able to quickly weigh up the pros and cons of a situation and make an informed decision is essential.

Mentoring

As well as being business-focused decision-makers, managers also need to play a supportive role. If you've reached this senior level you have proven experience, knowledge and skills and it's your job to pass this knowledge along and share your skills with other colleagues.
This involves training and advising staff and building their confidence and skills. In a management position you're charged with overseeing the continued professional development of all employees and will be the driving force behind the progression of team members.

Let's face it—In Management, the one thing you can be certain of is constant change, added responsibilities and rising expectations. The most successful managers are those who learn to increase their flexibility, expand their managerial skills and close gaps. You need to become a multidimensional manager. In short, you must be willing to invest in yourself and your people.
The top 6 skills that make a great manager are:

1. Leadership
2. Communication
3. Collaboration
4. Critical Thinking
5. Finance
6. Project Management 

Three Types of Managerial Skills

Robert Katz identifies three types of skills that are essential for a successful management process:

• Technical skills,
• Conceptual skills and
• Human or interpersonal management skills.

Technical Skills as One Part of Management Skills

As the name of these skills tells us, they give the manager’s knowledge and ability to use different techniques to achieve what they want to achieve. Technical skills are not related only for machines, production tools or other equipment, but also they are skills that will be required to increase sales, design different types of products and services, market the products and services, etc.
For example, let’s take an individual who works in the sales department and has highly developed sales skills achieved through education and experience in his department or the same departments in different organizations. Because of these skills that he possesses, this person can be a perfect solution to become a sales manager. This is the best solution because he has excellent technical skills related to the sales department.
On the other hand, the person who becomes sales manager will start to build his next type of required skills. It is because if his task until now was only to work with the customers as a sales representative, now he will need to work with employees in the sales department in addition to the work with customers.
Technical skills are most important for the first-level managers. Whet it comes to the top managers, these skills are not something with high significance level. As we go through a hierarchy from the bottom to higher levels, the technical skills lose their importance.

Conceptual skills present knowledge or ability of a manager for more abstract thinking. That means he can easily see the whole through analysis and diagnosis of different states. In such a way they can predict the future of the business or department as a whole.
As a first, a company includes more business elements or functions as selling, marketing, finance, production, etc. All these business elements have different goals even completely opposed goals. Think about marketing and production as a business function and their specific goals. You’ll see the essential difference. The conceptual skills will help managers to look outside their department’s goals. So, they will make decisions that will satisfy overall business goals.
Conceptual skills are vital for top managers, less critical for mid-level managers, and not required for first-level managers. As we go from a bottom of the managerial hierarchy to the top, the importance of these skills will rise.

Human or Interpersonal Managerial Skills

Human or interpersonal management skills present a manager’s knowledge and ability to work with people. One of the most critical management tasks is to work with people. Without people, there will not be a need for the existence of management and managers.
These skills will enable managers to become leaders and motivate employees for better accomplishments. Also, they will help them to make more effective use of human potential in the company. Simply, they are the essential skills for managers.
Interpersonal management skills are essential for all hierarchical levels in the company.


How to avoid power centers?

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