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Created by : KarrJhaghadeshhan , Admin/Facilities Manager, Evergreen  | 08 28 2009 08:57:14 +0000
Industry : Human Resources (HR) ConsultingFunctional Area : Leadership Styles(People Management)
Activity:  27 views;  last activity : 07 06 2010 20:18:09 +0000

Lead, not manage — see the big picture. Get less formal — he's Jack,. Blow up bureaucracy — fight it, kick it. Face reality — don't make up scenarios based on wishes.

Simplify — this is no rocket science. See change as an opportunity — change is here to stay. Lead by energising others — lead by inspiring, not by intimidation. Defy tradition — control your destiny, or someone else will.

Make intellect rule — be open to ideas. Pounce every day — live urgency, make decisions faster. Put values first — not numbers. Manage less — empower, delegate, get out of the way.

Involve everyone — business cannot afford to leave any players on the bench. Rewrite your agenda — do not plan years ahead. Live speed — don't sit on decisions. Instill confidence — simplify the workplace, focus on training.

Set stretch goals — reach for the unreachable, and forget decimal points. Eliminate the boundaries — evaluate ideas based on merit, not the rank. Articulate a vision — best leaders are visionaries, not caught up in the minutiae. Get good ideas from everywhere — somewhere, someone else has a better idea.

Spark others to perform — never bully or intimidate. Quality is your job — not the management's job. Changes never ends — keep reinventing the company. Have fun — don't stay in the same job forever.

I come across a lot of managers who are hard on others because they are so hard on themselves. They are always after themselves in their heads. If you catch yourself doing things right, everything in your life will improve — especially your relationships. That is because it is fun to be around someone who likes himself.

 
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  • A manager must keep many balls in the air at the same time and shift his energy and attention to activities that will most increase the output of his organisation. In other words, he should move to the point where his leverage will be the greatest.
  • At Intel, a one-on-one is a meeting between a supervisor and a subordinate, and it is the principal way their business relationship is maintained. Its main purpose is mutual teaching and exchange of information.
  • Management is not just a team game, it is a game in which we have to fashion a team of teams, where the various individual teams exist in some suitable and mutually supportive relationship with each other.
  • When a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it; he is either not capable or not motivated. To determine which, we can employ a simple mental test: if the person's life depended on doing the work, could he do it? If the answer is yes, that person is not motivated; if the answer is no, he is not capable.
  • A manager once told me that his supervisor definitely practised an effective communicating style with him because they skied and drank together. He was wrong. Close relationships off the job may help to create an equivalent relationship on the job, but they should not be confused.

By KarrJhaghadeshhan , Admin/Facilities Manager, Evergreen  | 08 28 2009 08:57:14 +0000
Leading HR Consulting Company
Leading HR Consulting Company
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