SELF IMPROVEMENT AND MOTIVATION

SSo I guess the first thing to address is that not everyone feels the same way about a particular leader; one who may be "bad" for you may be wonderful for another. We all have different needs/motivations/aspirations/personalities and strengths; we all perform at our best under a variety of circumstances or influences. Many people have stated to me on other articles that a good leader will take everyone's differences into account when they are looking at their team and adopt an approach appropriate to that team member to ensure the best results for the team member, the team and ultimately the business. I also believe that the one in charge of assigning a team member to a leader, or visa versa, should take into account whether they are a good fit to bring the best out in each other. There's no doubt what works for me may not work for you. I have read so many times "hire good people and let them get on with it" - this approach definitely works for me. If I am ...

48 percent of managerial promotions fail within the first 18 months - according to various studies, including Harvard Business Review. Because there is often no graceful way to take back a promotion, managers continue in their capacity - causing good people to become unproductive or leave. Such failures are unreported and undocumented for various reasons. The main and subtle reason for failures is the following. When I when for a holiday to the US, I found driving on the right unnatural. It is not the habit, it is the vision with the focus on the left side of the car rather than the right one. I had the same feeling when I was first promoted to management. It was no longer what I could do, but what my team could do. Best employees step forward to fix the problems. Best leaders step backward to let their team find problems and fix it. That step backward feels so unnatural at first. When you promote someone into management, you need to help them to learn that step backward. Teach the new...