Self Management

You are responsible for everything that happens in your life. Learn to accept total responsibility for yourself. If you do not manage yourself, then you are letting others have control of your Life. These tips will help "you" manage "you."

Here is a list of things that help you in self management and which will in turn lead you to the path of success:

-) Look at every new opportunity as an exciting and new-life experience.

-) Be a professional who exhibits self-confidence and self-assurance in your potential to complete any task.

-) Agree with yourself in advance that you will have a good attitude toward the upcoming task.

-) Frequently ask, "Is what I am doing right now moving me toward my goals?"

-) Do it right the first time and you will not have to take time later to fix it.

-) Accept responsibility for your job successes and failures. Do not look for a scapegoat.

-) Do not view things you do as a "job." View all activities as a challenge.

-) Use your subconscious mind by telling it to do what you do want. Instead of telling yourself, "I can't do that very well," say, "I can do this very well."-) Give yourself points for completing tasks on your "to-do" list in priority order. When you reach 10 points, reward yourself.

-) Practice your personal beliefs. It may be helpful each morning to take 15 minutes to gather your thoughts and say a prayer.

-) Make a commitment to show someone a specific accomplishment on a certain date. The added urgency will help you feel motivated to have it done.

-) Practice self-determination, wanting to do it for yourself.

-) Believe that you can be what you want to be.

-) Never criticize yourself as having a weakness. There is no such thing. You are only talking about a present undeveloped skill or part of yourself that if you so chose, you can change. You do not have any weakness, only untapped potential.

-) Be pleasant all the time-no matter what the situation.

-) Challenge yourself to do things differently than you have in the past. It provides new ideas and keeps you interested.

-) Talk to yourself. A self-talk using positive affirmation is something that is common among all great achievers. They convince themselves that they can accomplish their goals.

-) Create your own "motivation board" by putting up notes of things you need to do on a bulletin board or special wall space. It is an easily visible way to see what you need to work on. When an item is done, remove the note. Also keep your goals listed and pictured on your board.

-) Stay interested in what you are doing. Keep looking for what is interesting in your work. Change your perspective and look at it as someone outside your job would,

-) Establish personal incentives and rewards to help maintain your own high enthusiasm and performance level.

Management Traps and How to Avoid Them

Weak managers set weak goals
As a manager your role is to get specific jobs completed by employees in the most optimal, efficient and innovative manner and in order to do that, you need to set clear objectives. Successful managers set SMART goals - goals that are specific, measurable, achievable, realistic and time-based. They are able to communicate these goals clearly, simply and concisely to their employees so that none are vague or uncertain about expectations. By all means reach for the stars in your objectives but to do so without supplying employees with the training, resources, flexibility and freedom they need to accomplish their goals and a schedule of regular supervision and feedback is to set them (and yourself) up for failure.


Weak managers micro-manage - effective leaders inspire
The days of command and control organizations are long over - today's managers recognize that in order to leverage their skills and maximize their team's output they need to adopt a flexible approach and 'lead' their teams to excellence rather than closely supervise, instruct and control them. The best leaders communicate to their employees a vision and ignite in them the fire, motivation and desire to work towards making this vision a reality. Good leaders unleash their employees to innovate and achieve optimal solutions by communicating top-level goals and objectives and a suggested blueprint for success then leaving the employees to determine how to get there most optimally while ensuring they have the aptitudes, training, resources and work environment necessary to achieve superior results. While a program of regular feedback and supervision is essential, managers should ensure that their management style is not repressive, meddling or overly overbearing. The golden rule is to communicate the 'what' and the 'why' of the work that needs to be done and leave the employees to determine the 'how' without burdening them with strict instruction manuals or prescribed rules and patterns that are largely redundant and inconducive to speed, creativity, progress and innovation.


Weak managers are afraid of hiring/cultivating strong leaders
Strong leaders/managers have the self-confidence to hire the best people, take them to new levels and cultivate in them all the qualities needed to make them in turn effective leaders of the future. Weak leaders replicate themselves in their hiring decisions and hire mediocre players, mistakenly believing that an employee with more skills, acumen or industry knowledge than themselves will ultimately undermine them or make them look bad. The best managers are characterized by an ability to stimulate their employees to superior performance and through coaching, training, feedback as well as by example, inspire in them all the qualities needed to make effective managers. A good manager helps employees achieve their full potential and constantly raises the bar so that employees never stop learning, innovating and growing. Coaching, training, career planning and programs for ongoing growth and development of key staff are high on the priority lists of the best managers.


Weak managers belittle their employees
Bosses who favor the archaic 'tough' management style where employees are singled out for public reprimand and negative feedback is plentiful while recognition and positive reinforcement are scarce will fail to win the loyalty, respect and commitment of their teams over the long run. Without an inspired, fired up, self-confident employee base these managers set themselves and their teams up for failure. Effective leaders by contrast, respect their employees and give them regular feedback with intelligent constructive criticism and loudly laud special accomplishments in both public and private, while communicating any negative feedback ONLY in private and focusing such criticism strictly on the job performance, not the person's character. Strong leaders recognize and reward a job well done. These leaders inspire their teams to perform at their best and are able to elicit from them a high degree of loyalty and a 'hunger' to raise the bar and continuously excel. In such organisations, employees are not afraid to challenge their boss's ideas or upset the status quo in the interest of innovation and excellence and are encouraged to take risks to elevate the business to a new level. The autocrats and bureaucrats on the other hand sap their employees' self-confidence, drive and energy with their overbearing management style and fail to induce in them any motivation to raise the bar or excel.

Weak managers have obsolete skills-strong leaders constantly reinvent themselves

In today's knowledge-driven economies and highly competitive environment, skills, training and education rapidly become obsolete and effective managers know that they must constantly re-educate themselves and update their skills to maintain an edge. While over-confident managers with an inertia to further education fall by the wayside, good managers regularly take an honest inventory of their skills and abilities and upgrade their technical knowledge and soft skills wherever appropriate. They encourage their teams to do likewise with sound career planning and performance appraisal programs and an emphasis on training and self-education.

Weak managers have poor communication skills
Good communication includes cultivating and maintaining open channels of communication with the team and others in the organisation, giving constructive, intelligent feedback, eliciting ideas through brainstorming sessions or otherwise, articulating the company vision and mission in no uncertain terms, setting clear objectives and listening attentively with an open-mind to employees grievances, suggestions and any other issues. Effective leaders have an open-door policy that welcomes input, suggestions and feedback from employees and recognize that good ideas and the next best idea/process/innovation can come from anywhere. Strong leaders listen; weak leaders talk. Strong leaders pay attention to their employees and encourage them to express professional opinions and ask for more responsibility; weak leaders think they are above such open-door policies. Employees who are not listened to and are not made to feel important or respected as professionals or individuals are unlikely to innovate or express any exciting new ideas that can move a company forward.


Weak managers blame
Everybody makes mistakes and strong leaders protect their good people from taking the fall when they err. Good bosses recognize that the occasional slip-ups are inevitable and can be learning opportunities and are ready to take personal responsibility when the team makes a misstep. A good boss realizes that his most promising employees want to succeed, will grow as a result of their mistakes and are unlikely to repeat the same mistakes. They do no set their people up as a negative example for the rest of the organization nor point fingers when the going gets tough. Good bosses are personably accountable for their actions as well as the actions of their subordinates and do not allow a culture of blame to permeate the organisation.


Weak managers take full credit for their team's accomplishments
While weak leaders usurp all the credit for a job well done by their teams, the strongest leaders will give the full credit to the team as a whole or the team member responsible for the project. Strong leaders motivate, energize and inspire by giving credit where credit is due and being generous with reward and recognition wherever appropriate. Strong leaders publicly thank their employees for a job well done and recognize that a motivated, successful, energized team will reflect directly on the boss.


Weak managers thrive on bureaucracy
Weak leaders are fond of, augment and live well with the layers and bureaucratic shackles that tie an organisation down; strong leaders remove them. Today's effective leaders recognize that in order to compete they must operate like a small company with a high level of speed, responsiveness and flexibility. They realize that to maintain their edge in today's marketplace their organization needs to be responsive to changing market conditions and remove the shackles, boundaries, layers, clutter and obsolete policies, procedures and routines that get in the way of the freedom and free flow of people, resources and ideas.


Weak managers are divorced from their teams
Effective managers genuinely care about their employees and take the time to get to know them and to understand their strengths, weaknesses, what makes them tick and their goals and ambitions. They also take the time to learn something about their personal life. While weak managers will maintain an outdated aloofness and a formal distance from their teams, exceptional managers are able to bring out the best in every employee and win their loyalty and respect by understanding their unique needs, motivations and abilities and showing the team that they are important and personally significant. Strong managers are team players and through their constant involvement with their teams communicate to them that they are there for them and supportive of them. Effective managers by building a supportive work environment, build a camaraderie and team spirit that enthuses and excites the team to new levels of performance.

Write a Resume That Will Land an Interview

1. Understand the resume’s purpose.
   Your resume and cover letter are tools to land a job interview. Not the job, just the interview. Think of a resume as a fact sheet and a cover letter as an explanation of those facts. Lose sight of this and you may overwrite, over explain, and convolute. But a resume is also your public relations advocate and should be flattering. Maybe your record isn’t long or perfect, but don’t let your resume knock you out of contention before you have a chance to talk your way into the job.
   


2. Research resume templates and cherry-pick what to use.
   Look at sample resumes for your field. Check out: www.resumetemplates.org, or www.collegegrad.com/resumes. Once you find a template or format that makes sense for your goals and experience, don’t feel you must follow its structure exactly.
   


3. Delete the objective statement.
   Your objective is to get the job; you know it, the employer knows it. Unless you really need to fill space, explain your objectives in your cover letter. Cover letters allow you to tailor your goals to the job you are applying for and creating a good cover letter
   is key.


4. Add creative space, if necessary.
   If you don’t have much experience, your credentials can look pretty lonely on the page. No one expects a young person to have as much to say as a person who has been working for twenty years. The results of thoughtful spacing? An easy-to-read resume.
   


5. Add new activities to your resume.
   Volunteer at the soup kitchen or the animal shelter. Get active in your community. If you volunteer at something related to the field you want to work in, everyone wins. Add this activity to your resume immediately.
   


6. Think creatively about your accomplishments.
   Some of your achievements may not have happened within the confines of a job. For example, if you worked on a major research project in school, you can describe your project and the skills it developed. Here is a list of resume action words
   that may help jumpstart your memory.


7. List jobs first, and in reverse order.
   List your most recent job at the top and the rest in descending order. This is the order employers/recruiters expect to see your experience; don’t disappoint or confuse them. A rare exception to the rule: if you are graduated from a prestigious college and you’re working at a filler job. All you Harvard degree graduates who are scooping ice cream, list your Harvard education first.
   


8. Omit your mailing address.
   Who is going to contact you by snail mail anyway? Your email address and cell phone number is all anyone needs to contact you. With your resume floating around the internet, keep some information private.
   


9. Figure out what keywords are relevant and use them.
   Some HR folks don’t read resumes any more. They have software that scans resumes for relevant keywords. Use nouns, like the names of the computer programs you know. Read tons of job descriptions and notice which words are used over and over.
   


10. Include accomplishments in addition to responsibilities.
    If you made a suggestion that your boss used, if you saved your company money, if you streamlined the work process, it counts. Don’t be shy about highlighting accomplishments on your resume. Back them up with statistics, if possible. How much money did you save the company? What percentage of the budget was it?
    


11. Keep the resume concise.
    Stick to one page, unless you have been working ten or fifteen years. If early jobs are not relevant, leave them off.
    


12. Never stop revising.
    Your resume can always be improved so keep tweaking it. Add a better word, a better phrase, a new accomplishment. Keep old versions of your resume in case you need information that you previously deleted.

Warnings

• Don’t Lie.
  You knew this would be on the list. Employers routinely check job histories and education claims. Lies about either your job history or degree are the easiest for employers to uncover. The newly named dean of admissions at MIT lied on her resume when applying for a clerical job twenty-eight years ago. With the promotion in the works, her lies were discovered and she was fired. Never lie!
  


• Omit the Ugly.
  Mediocre grade point average? Leave it off. Have a 4.0? Put it front and center. Not all information is mandatory. Some people omit listing jobs they only held a short time or that might give them a bad reference. However, if the omission creates a gap that you are asked about in an interview, remember tip number one: don’t lie.
  


• Mind the Gap
  I know someone who waitressed a couple of years after college. She omits her graduation year from her resume so there is no obvious hole, but no lies either.

Public Speaking Tips

Ensure your speech will be captivating to your audience as well as worth their time and attention. Videotape your presentation and analyze it. Emphasize your strong points during your presentation.

Be solemn if your topic is serious. Present the desired image to your audience. Appear relaxed, even if you feel nervous. Establish rapport with your audience. If a microphone is available, adjust and adapt your voice accordingly.

Master the use of presentation software such as PowerPoint well before your presentation. Persuade your audience effectively. Speak loudly and clearly. Sound confident. Maintain sincere eye contact with your audience. If what you have prepared is obviously not getting across to your audience, change your strategy mid-stream if you are well prepared to do so. Allow yourself and your audience a little time to reflect and think. Keep audience interested throughout your entire presentation. Remember that an interesting speech makes time fly, but a boring speech is always too long to endure even if the presentation time is the same.

Check out the location ahead of time to ensure seating arrangements for audience, whiteboard, blackboard, lighting, location of projection screen, sound system, etc. are suitable for your presentation.

Tell audience ahead of time that you will be giving out an outline of your presentation so that they will not waste time taking unnecessary notes during your presentation.

Here are just a few hints, public speaking tips and techniques to help you develop your skills and become far more effective as a public speaker.

• Mistakes
  Mistakes are all right.
  Recovering from mistakes makes you appear more human.
  Good recovery puts your audience at ease - they identify with you more.

• How to use the public speaking environment
  Try not to get stuck in one place.
  Use all the space that's available to you.
  Move around.
  One way to do this is to leave your notes in one place and move to another.
  If your space is confined (say a meeting room or even presenting at a table) use stronger body language to convey your message.

• Tell stories
  Stories make you a real person not just a deliverer of information.
  Use personal experiences to bring your material to life.
  No matter how dry your material is, you can always find a way to humanise it.
  
• Technology
  Speak to your audience not your slides.
  Your slides are there to support you not the other way around.
  Ideally, slides should be graphics and not words (people read faster than they hear and will be impatient for you to get to the next point).
  If all the technology on offer fails, it's still you they've come to hear.

• Humor
  Tell jokes if you're good at telling jokes.
  If you aren't good, best to leave the jokes behind.
  There's nothing worse than a punch line that has no punch.
  Gentle humor is good in place of jokes.
  Self-deprecation is good, but try not to lay it on too thick.

You can learn to enjoy public speaking and become far more effective at standing in front of a group of people and delivering a potent message.

And remember to keep practicing!

[Via: Email]

Self Management

You are responsible for everything that happens in your life. Learn to accept total responsibility for yourself. If you do not manage yourself, then you are letting others have control of your Life. These tips will help "you" manage "you."

Here is a list of things that help you in self management and which will in turn lead you to the path of success: -

-) Look at every new opportunity as an exciting and new-life experience.

-) Be a professional who exhibits self-confidence and self-assurance in your potential to complete any task.

-) Agree with yourself in advance that you will have a good attitude toward the upcoming task.

-) Frequently ask, "Is what I am doing right now moving me toward my goals?"

-) Do it right the first time and you will not have to take time later to fix it.

-) Accept responsibility for your job successes and failures. Do not look for a scapegoat.

-) Do not view things you do as a "job." View all activities as a challenge.

-) Use your subconscious mind by telling it to do what you do want. Instead of telling yourself, "I can't do that very well," say, "I can do this very well."-) Give yourself points for completing tasks on your "to-do" list in priority order. When you reach 10 points, reward yourself.

-) Practice your personal beliefs. It may be helpful each morning to take 15 minutes to gather your thoughts and say a prayer.

-) Make a commitment to show someone a specific accomplishment on a certain date. The added urgency will help you feel motivated to have it done.

-) Practice self-determination, wanting to do it for yourself.

-) Believe that you can be what you want to be.

-) Never criticize yourself as having a weakness. There is no such thing. You are only talking about a present undeveloped skill or part of yourself that if you so chose, you can change. You do not have any weakness, only untapped potential.

-) Be pleasant all the time-no matter what the situation.

-) Challenge yourself to do things differently than you have in the past. It provides new ideas and keeps you interested.

-) Talk to yourself. A self-talk using positive affirmation is something that is common among all great achievers. They convince themselves that they can accomplish their goals.

-) Create your own "motivation board" by putting up notes of things you need to do on a bulletin board or special wall space. It is an easily visible way to see what you need to work on. When an item is done, remove the note. Also keep your goals listed and pictured on your board.

-) Stay interested in what you are doing. Keep looking for what is interesting in your work. Change your perspective and look at it as someone outside your job would,

-) Establish personal incentives and rewards to help maintain your own high enthusiasm and performance level.

Improve your Communication Skills

Here are 6 great tips you can use!

1. Awareness of your own interaction with other people is the first step in improving your communication skills. Learn to identify which types of situations make you uncomfortable and then modify your behavior to achieve positive results is a critical step in improving your communication skills. You can learn to become aware of behaviors in other people that prompt you to respond in negative ways and modify your own behavior to turn the situation into a positive experience.

2. You must accept responsibility for your own behavior and do not fear apologizing for errors in judgment or insensitive actions. Asking others for honest feedback about the way you interact with others can be very helpful. Accept the negative feedback along with the positive and make changes accordingly.

3. Your non-verbal communication is equally as important as the things that you say. Positive body language is extremely important in your interactions with other people. If your words and your actions do not match, you will have a difficult time succeeding in social situations.

4. In order to learn how to improve your communication skills, you must become a great listener. You must fight the urge to respond immediately and really listen to what the other person is trying to communicate.Offering suggestions or criticism before you are certain of the other person's intent can only lead to frustration for both parties.

5. Improving your communication skills is a process and cannot be accomplished overnight. Trying to improve or change too many things at once will be counter-productive. You will become discouraged and overwhelmed if you attempt to change your entire personality all at once. Choose one or two traits at a time and work on those over a period of time. Learn to take advantage of your personal strengths and make a positive impact on others.

6. Maximize your positive personality traits and use them in your interactions with others. Good communication and great listening skills are the most important tools you can use in improving your communication skills.

You can learn how to improve your communication skills by developing excellent listening skills, learning to resolve problems and conflicts, understanding body language, and accepting responsibility for your own negative behavior.

Determination and self-awareness will make your desire to improve your communication skills a reality. You can change your life and now is the time to start.

Exceptional communication skills can be Learned...and Mastered!!!

Management Traps and How to Avoid Them

Much has been written about the secrets of good management and few will argue that the best managers are inspired, visionary, dedicated, industrious, energetic, energizing and display integrity, leadership, common sense and courage. So where is it that managers commonly fail or falter and lose their precious foothold on the corporation's top rungs? The following, from the career experts at bayt.com, are ten of the most basic management traps and tips to avoid them:

Weak managers set weak goals

As a manager your role is to get specific jobs completed by employees in the most optimal, efficient and innovative manner and in order to do that, you need to set clear objectives. Successful managers set SMART goals - goals that are specific, measurable, achievable, realistic and time-based. They are able to communicate these goals clearly, simply and concisely to their employees so that none are vague or uncertain about expectations. By all means reach for the stars in your objectives but to do so without supplying employees with the training, resources, flexibility and freedom they need to accomplish their goals and a schedule of regular supervision and feedback is to set them (and yourself) up for failure.


Weak managers micro-manage - effective leaders inspire

The days of command and control organizations are long over - today's managers recognize that in order to leverage their skills and maximize their team's output they need to adopt a flexible approach and 'lead' their teams to excellence rather than closely supervise, instruct and control them. The best leaders communicate to their employees a vision and ignite in them the fire, motivation and desire to work towards making this vision a reality. Good leaders unleash their employees to innovate and achieve optimal solutions by communicating top-level goals and objectives and a suggested blueprint for success then leaving the employees to determine how to get there most optimally while ensuring they have the aptitudes, training, resources and work environment necessary to achieve superior results. While a program of regular feedback and supervision is essential, managers should ensure that their management style is not repressive, meddling or overly overbearing. The golden rule is to communicate the 'what' and the 'why' of the work that needs to be done and leave the employees to determine the 'how' without burdening them with strict instruction manuals or prescribed rules and patterns that are largely redundant and inconducive to speed, creativity, progress and innovation.


Weak managers are afraid of hiring/cultivating strong leaders

Strong leaders/managers have the self-confidence to hire the best people, take them to new levels and cultivate in them all the qualities needed to make them in turn effective leaders of the future. Weak leaders replicate themselves in their hiring decisions and hire mediocre players, mistakenly believing that an employee with more skills, acumen or industry knowledge than themselves will ultimately undermine them or make them look bad. The best managers are characterized by an ability to stimulate their employees to superior performance and through coaching, training, feedback as well as by example, inspire in them all the qualities needed to make effective managers. A good manager helps employees achieve their full potential and constantly raises the bar so that employees never stop learning, innovating and growing. Coaching, training, career planning and programs for ongoing growth and development of key staff are high on the priority lists of the best managers.


Weak managers belittle their employees

Bosses who favour the archaic 'tough' management style where employees are singled out for public reprimand and negative feedback is plentiful while recognition and positive reinforcement are scarce will fail to win the loyalty, respect and commitment of their teams over the long run. Without an inspired, fired up, self-confident employee base these managers set themselves and their teams up for failure. Effective leaders by contrast, respect their employees and give them regular feedback with intelligent constructive criticism and loudly laud special accomplishments in both public and private, while communicating any negative feedback ONLY in private and focusing such criticism strictly on the job performance, not the person's character. Strong leaders recognize and reward a job well done. These leaders inspire their teams to perform at their best and are able to elicit from them a high degree of loyalty and a 'hunger' to raise the bar and continuously excel. In such organisations, employees are not afraid to challenge their boss's ideas or upset the status quo in the interest of innovation and excellence and are encouraged to take risks to elevate the business to a new level. The autocrats and bureaucrats on the other hand sap their employees' self-confidence, drive and energy with their overbearing management style and fail to induce in them any motivation to raise the bar or excel.

Weak managers have obsolete skills-strong leaders constantly reinvent themselves

In today's knowledge-driven economies and highly competitive environment, skills, training and education rapidly become obsolete and effective managers know that they must constantly re-educate themselves and update their skills to maintain an edge. While over-confident managers with an inertia to further education fall by the wayside, good managers regularly take an honest inventory of their skills and abilities and upgrade their technical knowledge and soft skills wherever appropriate. They encourage their teams to do likewise with sound career planning and performance appraisal programs and an emphasis on training and self-education.


Weak managers have poor communication skills

Good communication includes cultivating and maintaining open channels of communication with the team and others in the organisation, giving constructive, intelligent feedback, eliciting ideas through brainstorming sessions or otherwise, articulating the company vision and mission in no uncertain terms, setting clear objectives and listening attentively with an open-mind to employees grievances, suggestions and any other issues. Effective leaders have an open-door policy that welcomes input, suggestions and feedback from employees and recognize that good ideas and the next best idea/process/innovation can come from anywhere. Strong leaders listen; weak leaders talk. Strong leaders pay attention to their employees and encourage them to express professional opinions and ask for more responsibility; weak leaders think they are above such open-door policies. Employees who are not listened to and are not made to feel important or respected as professionals or individuals are unlikely to innovate or express any exciting new ideas that can move a company forward.


Weak managers blame

Everybody makes mistakes and strong leaders protect their good people from taking the fall when they err. Good bosses recognize that the occasional slip-ups are inevitable and can be learning opportunities and are ready to take personal responsibility when the team makes a misstep. A good boss realizes that his most promising employees want to succeed, will grow as a result of their mistakes and are unlikely to repeat the same mistakes. They do no set their people up as a negative example for the rest of the organization nor point fingers when the going gets tough. Good bosses are personably accountable for their actions as well as the actions of their subordinates and do not allow a culture of blame to permeate the organisation.


Weak managers take full credit for their team's accomplishments

While weak leaders usurp all the credit for a job well done by their teams, the strongest leaders will give the full credit to the team as a whole or the team member responsible for the project. Strong leaders motivate, energize and inspire by giving credit where credit is due and being generous with reward and recognition wherever appropriate. Strong leaders publicly thank their employees for a job well done and recognize that a motivated, successful, energized team will reflect directly on the boss.


Weak managers thrive on bureaucracy

Weak leaders are fond of, augment and live well with the layers and bureaucratic shackles that tie an organisation down; strong leaders remove them. Today's effective leaders recognize that in order to compete they must operate like a small company with a high level of speed, responsiveness and flexibility. They realize that to maintain their edge in today's marketplace their organization needs to be responsive to changing market conditions and remove the shackles, boundaries, layers, clutter and obsolete policies, procedures and routines that get in the way of the freedom and free flow of people, resources and ideas.


Weak managers are divorced from their teams

Effective managers genuinely care about their employees and take the time to get to know them and to understand their strengths, weaknesses, what makes them tick and their goals and ambitions. They also take the time to learn something about their personal life. While weak managers will maintain an outdated aloofness and a formal distance from their teams, exceptional managers are able to bring out the best in every employee and win their loyalty and respect by understanding their unique needs, motivations and abilities and showing the team that they are important and personally significant. Strong managers are team players and through their constant involvement with their teams communicate to them that they are there for them and supportive of them. Effective managers by building a supportive work environment, build a camaraderie and team spirit that enthuses and excites the team to new levels of performance.

[Via: Email]