SELF IMPROVEMENT AND MOTIVATION

The saddest thing about today's corporate world is the internal politics, that some people are willing to play in order to get ahead. Instead of pulling others up, many managers choose to push people down.  Your most valuable asset is your people . Many leaders failed, i can name a few who treat their staffs like dog's, shouts, abuse in which the owners of the company close 1 eye.  And how you treat them, is literally the difference between  success and failure . Micromanaging, blaming and holding people back, will only lead to a culture of distrust with high turnover, low morale and reduced creativity. The corporate world is littered with managers but lack leaders. Over the course of may career, I only had one manager who was a leader. He made such an impact and influenced my leadership style. It is a rare individual who excels in both managing and leading.  Great leaders don’t surround themselves with "yes employees" or need their ego to be constantl

You don’t get bonus points for struggling. Only battle scars. When taking over a new job or project, or when the responsibilities or multiple deadlines push you to overload, it’s time to collaborate for the input you need. Weak leaders hesitate to ask for help, fearing others will see them as incapable. Strong leaders, on the other hand, focus on more strategic issues of accomplishing the mission, developing team capabilities and confidence, and gaining buy-in for overall success. So when you need expertise you don’t have, here’s how to go about getting it from others on your team or outside your area or organization: Strong Leaders Ask for Help Rather Than Struggle and Miss Strategic Goals and Timelines Forget the Face-Saving Balderdash You’ve probably heard this quip about banks: “You have to prove to them you don’t  need  a loan, before they’ll give you one.” Don’t try that stunt at home—or work—when you need help. Avoid all the long preambles about how you don’t really need help wi

I think of myself as strong. I see myself as someone who can manage a lot of stress. Who can get a tremendous amount accomplished in a day. Who can work long hours and pull through in clutch moments. Who doesn’t give up in the face of problems, but works tirelessly until they are solved. I am a leader and most leaders I know feel the same way. We have to — our companies, our employees, our clients, our families — they all rely on us to pull through in the clutch. And we do. Sometimes, in our skillful mastery of pressure, complexity, and accomplishment, we can feel super-human. But then, on my way to dinner in New York with old friends from high school, my bicycle hit a pothole and stopped abruptly while I flew over the handlebars and slammed head-first into a parked car. Dazed, bloody, lying on the street, I couldn’t think. Some people nearby came to ask if I was OK, but I didn’t know. They asked if I needed water, but I didn’t know. When I eventually staggered to me feet, they asked i

So what sets a great new Mgr from a regular one? 1. They work to earn the credibility and support of their team members. You’re the new Mgr. The team doesn’t trust you yet. Maybe they know you if you’re promoted from within, but they don’t trust your capabilities as a Mgr. The onus is on you to build your credibility and earn their trust. One way to build trust is to be consistent in your approach and decisions and by walking the talk. Nothing beats distrust more than NATO (No Actions, Talk Only). 2. Pick Up Managerial Skills There are 8 skills a new Mgr should have – Earning Respect, Organisation Skills, Collaboration, Motivation, Critical Thinking, EQ, Communication and Giving Feedback. This will keep your hands busy as a new Mgr. Perhaps you can hone one skill a year and in 8 years’ time, you’ll be a Power Mgr! 3. They work hard to master the art and science of delivering effective, constructive feedback. When giving negative feedback, use the CAR+R Method. Expl

Employers seek loyalty and dedication from their employees but sometimes fail to return their half of the equation, leaving millennial workers feeling left behind and unsupported. Professional relationships are built on trust and commitment, and working for a boss that supports you is vital to professional and company success. Employees who believe their company cares for them perform better. What value does an employer place on you as an employee? Are you there to get the job done and go home? Are you paid fairly, well-trained and confident in your job security? Do you work under good job conditions? Do you receive constructive feedback, or do you feel demeaned or invisible? When millennial employees feel supported by their boss, their happiness on the job soars — and so does company success. Building a healthy relationship involves the efforts of both parties — boss and employee — and the result not only improves company success, but also the quality of policies, feedback and work cu