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Digg it UP - Stop Managing and Start Leading
Each week, small business owners gather in droves to the equivalent of the office water cooler – the networking event. Dressed in our most impressive garb, we make our way through the crowd anxiously preparing to answer the inevitable question, “what do you do?” While some enjoy the hunt for new connections others would rather spend an afternoon with a dentist drill than introduce themselves to someone new. Whatever camp you reside in, the #1 most effective way to get the word out about your business is networking. It’s inexpensive, and when executed correctly, your best means of advertising your brand. Power networkers abide by a few simple networking commandments: 1. Networking requires an objective 2. Networking is NOT about you but about being a value
By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need. Managers spend ma
I had an e-mail from Karon of Wollongong, Australia who finally plucked up the courage to ask her employer for some outside professional development training to be attended in working hours. Here is what she had to say.Encouraged by your newsletter I thought I would check if my company was willing to pay for training in company time so that I could advance my career within the company.I enjoy my job and I know they value my expertise, but they had never thought of staff development and although surprised by my request, and my sales pitch as to how it can benefit them, they said yes. That was the beginning of a nightmare. I knew I wanted to do Project Management, but had no idea how to look for an accredited course, if possible.I tried the Universities and TAFE colleges. No
Leaders remove these barriers and that is part of what separates them from managers.
Management perks and privileges — such as parking spaces or special offices — create separations. Similarly, employees find it hard to get any sense of collaboration when their bosses hold exclusive meetings or conferences, hang out in management cliques, use condescending or dehumanizing language, or withhold financial statements or other "confidential" information.
Leaders put a real effort into listening to and learning from people throughout their organization. Listening is the clearest way we can show respect and build trust.
By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need. Managers spend ma
For small business owners, the process of selling their business can become more complicated than the process that bigger companies go through when they sell their business. This is because in contrast to big business owners, small business owners do not have ready access to Wall Street investment bankers, merger and acquisition firms, and high priced brokers who can make the process a lot easier. However, this does not mean that small business owners cannot have access to the guidance that they need to help them get the best possible deal for their business. This is because there are some sources from which business owners can get very helpful information, which can help provide them some direction on the steps they need to take when they sell their business. One of these sources is the Intern
Leaders remove these barriers and that is part of what separates them from managers.
Management perks and privileges — such as parking spaces or special offices — create separations. Similarly, employees find it hard to get any sense of collaboration when their bosses hold exclusive meetings or conferences, hang out in management cliques, use condescending or dehumanizing language, or withhold financial statements or other "confidential" information.
Leaders put a real effort into listening to and learning from people throughout their organization. Listening is the clearest way we can show respect and build trust.
By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need. Managers spend ma
Being a boss is hard work and it's different work from what you did as an individual contributor. Here are some important things you should know if you've just become a boss. For one thing, some people will start treating you like you're a jerk.You have not just become a jerk, but some people will think you have. There are people in the world who think that all bosses are jerks.Some of those people will be in the group that used to be your friends. The only thing you can do is the best job you can so you can give the ones willing to change their minds a reason to do so.That's not all. Some of them will expect special treatment. Some will use their "friendship" with you as a way to lord it over others.It is sad to lose those friends, but you will lose some. Your con
Management perks and privileges — such as parking spaces or special offices — create separations. Similarly, employees find it hard to get any sense of collaboration when their bosses hold exclusive meetings or conferences, hang out in management cliques, use condescending or dehumanizing language, or withhold financial statements or other "confidential" information.
Leaders put a real effort into listening to and learning from people throughout their organization. Listening is the clearest way we can show respect and build trust.
By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need. Managers spend ma
There is much jockeying going on with large corporations and sector shifts in Akron OH. This has effected many other sectors like retail and housing. Housing growth is strong in the suburbs around Akron, especially the North sides. During the last recession housing growth was fine, but urban flight hurt and when Rubbermaid moved to Atlanta to be by Home Depot their major customer, besides Wal-Mart type box stores took out many smaller businesses.Things were already upset after the Firestone problem and HQ moving of B.F. Goodrich. But also the TRW move and the BP America merger caused the total large corporate job loss to reach 5000 jobs. BP America jobs were caused to exit the area and many simply cut in a savings of repetition with new partners, Chicago and Houston both took hits in that
Leaders put a real effort into listening to and learning from people throughout their organization. Listening is the clearest way we can show respect and build trust.
By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need. Managers spend ma
When I was old enough to learn how to drive, I asked my Dad for lessons. The first thing he did was to buy me the book "Defensive Driving." He told me I had to read it, (and wouldn’t let me behind the wheel until I did) but all I really needed to know about driving defensively, he said, boiled down to one thing: "Just because a woman has her blinker on, doesn't mean she's going to turn!" My Dad’s advice about driving taught me two important lessons that I’ve found apply to just about everything:1. Pay close attention to what others are doing and not doing -- things are not always obvious or what they seem to be.2. Use the information to control what you can -- your own decisions.These lessons especially apply to business and the signals an organization sends about what is
By contrast, managers don't listen to "their people" — usually because they're too busy telling them what they need. Managers spend major amounts of time in their offices, or in meetings with other managers and specialists. They often control and command by e-mail because they see it as a more efficient use of their time. Occasionally, they might do an organizational survey, or hold a meeting or special event for "their people."
Strong leaders, on the other hand, have their own kind of "closed-door" policy. They're not trying to keep people out, it's just that most of the time you'll find their office doors closed and the lights off — because leaders are so rarely satisfied with staying behind a desk.
Leaders know that an office is a dangerous place from which to manage an organization. Leaders also recognize that few of their frontline people are going to be assertive enough to break through the invisible management barriers to come into their office and raise an issue or even send an e-mail.
Studies show that in many organizations a majority of frontline people are afra
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