This document provides advice for new managers on building positive relationships with their direct reports. It recommends asking team members a series of questions to learn about their preferences, goals, motivations and how they like to receive feedback. Specifically, the questions cover what they like and dislike about their current role, how their job could be improved, their short and long-term goals, how they prefer to receive feedback, what motivates them beyond money, the type of support they want from their manager, and anything else that could help the manager and employee work well together. The document also provides tips on handling situations where an employee wanted the manager's job or where the manager is now supervising former peers.
You’ve been retrenched, how to find a jobjune_parker
Information about how to find a job, create a CV (resume) network and tap into the hidden job market. Work with recruiters and be proactive. No need for an outplacement provider
In this file, you can ref interview materials for accommodation such as, accommodation situational interview, accommodation behavioral interview, accommodation phone interview, accommodation interview thank you letter, accommodation interview tips …
Perhaps the most intimidating aspect of leadership is knowing that in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
Knowledgeable workers must manage themselves.
Being a good interviewer — knowing what questions to ask and how to evaluate whether a candidate is a good fit for a position — is not a skill many people have on their own. And with a myriad of personality types in the workplace, there are many different interviewer types. If you are relying on the interviewer to ask the right questions to show how you are a fit for a role, then you are likely selling yourself short.
Here are a few interviewer types you might run across and tips on how to make sure you communicate your fit for a role, even when the interview goes off course.
If you have a tendency to babble or blurt out inappropriate personal information during job interviews, then fear not! With these quick tips on self-disclosure and transparency, you’ll be able to answer the most important interview question of all – to say or not to say? For more information or guidance on interview techniques and career planning, contact the Career Development team at USQ Student Services and be sure to check out the other free resources available on Social Hub.
You’ve been retrenched, how to find a jobjune_parker
Information about how to find a job, create a CV (resume) network and tap into the hidden job market. Work with recruiters and be proactive. No need for an outplacement provider
In this file, you can ref interview materials for accommodation such as, accommodation situational interview, accommodation behavioral interview, accommodation phone interview, accommodation interview thank you letter, accommodation interview tips …
Perhaps the most intimidating aspect of leadership is knowing that in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
Knowledgeable workers must manage themselves.
Being a good interviewer — knowing what questions to ask and how to evaluate whether a candidate is a good fit for a position — is not a skill many people have on their own. And with a myriad of personality types in the workplace, there are many different interviewer types. If you are relying on the interviewer to ask the right questions to show how you are a fit for a role, then you are likely selling yourself short.
Here are a few interviewer types you might run across and tips on how to make sure you communicate your fit for a role, even when the interview goes off course.
If you have a tendency to babble or blurt out inappropriate personal information during job interviews, then fear not! With these quick tips on self-disclosure and transparency, you’ll be able to answer the most important interview question of all – to say or not to say? For more information or guidance on interview techniques and career planning, contact the Career Development team at USQ Student Services and be sure to check out the other free resources available on Social Hub.
Webinar: Solving the problem of integrating beneficial ownership data with cl...Leigh Hill
Client onboarding and Know Your Customer (KYC) processes are becoming more complex as regulation drives towards the inclusion of beneficial ownership data and requires financial institutions to improve customer due diligence still further. The webinar will discuss the need for beneficial ownership data, how it can be sourced and how it can be efficiently and effectively integrated with existing onboarding and KYC systems.
Join the webinar to find out about:
-Requirements for beneficial ownership data
-Sourcing parent and beneficial ownership data
-The extent of required ownership data
-Data management challenges
Approaches to integration
Potential business benefits
Slides for a college course based on "Hands-On Ethical Hacking and Network Defense, Second Edition by Michael T. Simpson, Kent Backman, and James Corley -- ISBN: 1133935613
Teacher: Sam Bowne
Twitter: @sambowne
Website: https://samsclass.info/123/123_F16.shtml
Four categories of entity data quality managementLeigh Hill
We all know entity data is difficult. But there are four key categories of data quality management that you can apply to make measurable improvements to your entity data.
Traditional methods no longer work. You need methods to accurately measure the quality of your data and give you the ability to take meaningful action.
In this webinar we discuss:
-The biggest challenges with managing entity data quality
-The four categories of data quality management
-You can’t manage what you can’t measure. So how can you measure the quality of entity data?
-Traditional vs modern methods for measuring entity data quality
-Understanding the scale of ongoing entity data maintenance challenges
-The impact of utilities and industry initiatives such as LEI on data quality
Top 10 training and development interview questions with answerszoepowell999
In this file, you can ref interview materials for training and development such as, training and development situational interview, training and development behavioral interview, training and development phone interview, training and development interview thank you letter, training and development interview tips …
Chapter 16 Becoming a World-Class Employee and LeaderLecture 1.docxcravennichole326
Chapter 16: Becoming a World-Class Employee and Leader
Lecture 1
Becoming a World-Class Employee and Leader Objectives
Introduction
This lecture shows how the 21st century communication skills you have learned so far will serve you in college, your career, and your life. By the end of this lecture, you will be able to answer the following learning objective questions:
· How do good communication skills help organizations succeed?
· How do you find and keep your passion for your work?
· Why is it important to establish healthy boundaries at work?
· How do you exceed expectations on the job?
Learning Objective 1
Communication Skills
How do good communication skills help organizations succeed?
Nonprofit and for-profit organizations need people with solid business skills. The most important of those skills are:
· the ability to set objectives
· lead or participate in teams
· communicate clearly
· meet deadlines
Without these skills, plans cannot be made, work cannot be done, funds cannot be raised, and results cannot be achieved.
Your ability to convey your message successfully and your ability to maintain a passion for what you do will directly affect your success.
Learning Objective 2
Maintaining Passion for Your Work
How do you find and keep your passion for your work?
Passion and enthusiasm go a long way in the corporate and nonprofit world. People who like what they do are fun to be around, and they inspire others to do and be their best.
Employers prefer people who like what they do because they tend to perform their jobs well, are highly productive, and motivate others. Your passion may start with an interest but it needs to be nurtured and sustained.
Many people find their passion for their work is sustained by:
· the ability to pursue what they love
· the chance to stretch themselves
· the opportunity to help others
· the feeling of being valued and rewarded for a job well done
Answering the questions in the table at the bottom of the page can help you find out if you are pursuing your passion.
1. How do you feel about your current stage of life—do you like what you are doing?
2. Are energized by the path of study you have chosen? If not, what are you enthusiastic about? Are you gathering information and soliciting advice so as to change your study path?
3. What interests and excites you? How do you plan to integrate your interests into your career?
4. When you graduate, will your first full-time job be a step toward your dream career or simply a job to get you from point A to point B?
5. Are you looking forward to the challenges of the working world?
6. What is standing between good and great for you?
Learning Objective 3
Establishing Boundaries in the Workplace
Why is it important to establish healthy boundaries at work?
Establishing healthy boundaries in the workplace enables employees to stay on a productive track during the business day so that life at work and outside of work can both be rewarding.
Tips for setting personal lim ...
Learn How To Get An Authority Domain & Create An Effective Site For Amazon Affiliate Marketing
This course is specially designed by KC Tan who has been a Amazon Affiliate for the past 10+ years. If you are looking or exploring how to generate an income using the Amazon Associate Program, then this course is ideal for you to start! <br>
The highlights of this course covers:
* Mistakes to avoid when selecting and promoting Amazon products!
* How to identify a niche that you can promote!
* How to analyze if a niche is profitable before you create the website!
* Getting an authority domain name to accelerate your organic rankings!
* How to create a simple buy yet effective website for affiliate marketing!
* What are the types of content you must create to attract visitors!
* Where to outsource if you do not want to write the content yourself!
* How to optimize your website for search engine rankings!
ONE-TIME ENROLLMENT FOR LIFETIME LEARNING!
This course will be regularly updated with fresh content to bring you the most up-to-date knowledge and information.
Once you are enrolled as a student, you will receive all future updates and new content additions automatically at no extra cost.
Yes! You get lifetime updates – and it's free. That's lots of real money saved!
If you are ready, just click on the Sign Up button on this page and I will see you inside!
ORDER NOW.
Yes, it's important to craft a strong, accurate resume but like it or not, most jobs are secured or lost in the interview stage. Don't let your job search ride on a piece of paper.
I never saw a resume -- and only a resume -- get a job. That's why you should put as much effort as possible into preparing for interviews than you do into any other part of your job search campaign.
While there are no perfect answers, some thought and discussion about potentially tricky interview subjects can help you avoid disaster. Here is a sampling of interview questions that tend to trip up job candidates
In this file, you can ref interview materials for administrative such as, administrative situational interview, administrative behavioral interview, administrative phone interview, administrative interview thank you letter, administrative interview tips …
Top 10 research and development interview questions with answerskidwellbrandon75
In this file, you can ref interview materials for research and development such as, research and development situational interview, research and development behavioral interview, research and development phone interview, research and development interview thank you letter, research and development interview tips …
21 Defense AT&L March-April 2007Turk is an independent ma.docxdomenicacullison
21 Defense AT&L: March-April 2007
Turk is an independent management consultant. He is a retired Air Force lieutenant colonel and defense contractor. He has supported information
technology projects, policy development and strategic planning projects for DoD, other federal agencies, and non-profit organizations. He is a frequent
contributor to Defense AT&L.
M A N A G E M E N T
The Art of Managing Up
Wayne Turk
A
bout 45 years ago, a satirical play (later a movie)
called How to Succeed in Business Without Re-
ally Trying opened on Broadway. It offered a
method of moving up in the executive suite that
included a little murder and a lot of mishap.
There are better ways (even if you do have a boss you’ve
fantasized about murdering). One of those methods is
managing up. According to Thomas Zuber and Erika James,
“managing up is the process of consciously working with
your boss to obtain the best possible results for you, your
boss, and your organization. This is not political maneu-
vering or kissing up. Rather, it is a deliberate effort to bring
understanding and cooperation to a relationship between
individuals who often have different perspectives.”
Management or Manipulation?
Managing up or managing the boss sounds good in the-
ory, but isn’t it just another term for manipulating the
boss or being the boss’s toady? No! Managing the boss is
a way to have a win-win-win situation where everyone,
including the organization and project, wins. Failure to
manage the boss can result in misunderstandings about
expectations and cause wasted time and effort on tasks
not in line with organizational goals or the project’s needs.
And looking at it from a purely self-serving perspective,
career progress rarely happens if you don’t manage your
boss successfully.
Team member, project manager, or program manager—
you have a boss, or in most cases, multiple bosses. You
have to worry about those bosses and their needs. Hav-
ing more than one boss makes work more difficult be-
cause you have to consider the needs or preferences of
each of them. But it’s still doable.
If you are a manager at any level, you have to think about
managing both up and down. Some managers pay at-
tention to managing either their own bosses or those peo-
ple who report to them. It is the managers who only man-
age up who give managing the boss a less-than-stellar
reputation. They appear to be the suck-ups or toadies;
subordinates assume they don’t care about them and
may withhold their respect or slack off in their work. On
the other hand, the ones who only manage down can’t
advocate for their team or gain buy-ins for the project’s
endeavors from those up the chain. Successful managers
pay attention to managing both directions and commu-
nicating with their peers.
In this article, I will deal with managing up. If you are cu-
rious about successfully managing down, see “10 Rules
for Success as a Manager” (Defense AT&L, August-Sep-
tember 2004).
Guidelines for Managing Up
Commu.
21 Defense AT&L March-April 2007Turk is an independent ma.docxjesusamckone
21 Defense AT&L: March-April 2007
Turk is an independent management consultant. He is a retired Air Force lieutenant colonel and defense contractor. He has supported information
technology projects, policy development and strategic planning projects for DoD, other federal agencies, and non-profit organizations. He is a frequent
contributor to Defense AT&L.
M A N A G E M E N T
The Art of Managing Up
Wayne Turk
A
bout 45 years ago, a satirical play (later a movie)
called How to Succeed in Business Without Re-
ally Trying opened on Broadway. It offered a
method of moving up in the executive suite that
included a little murder and a lot of mishap.
There are better ways (even if you do have a boss you’ve
fantasized about murdering). One of those methods is
managing up. According to Thomas Zuber and Erika James,
“managing up is the process of consciously working with
your boss to obtain the best possible results for you, your
boss, and your organization. This is not political maneu-
vering or kissing up. Rather, it is a deliberate effort to bring
understanding and cooperation to a relationship between
individuals who often have different perspectives.”
Management or Manipulation?
Managing up or managing the boss sounds good in the-
ory, but isn’t it just another term for manipulating the
boss or being the boss’s toady? No! Managing the boss is
a way to have a win-win-win situation where everyone,
including the organization and project, wins. Failure to
manage the boss can result in misunderstandings about
expectations and cause wasted time and effort on tasks
not in line with organizational goals or the project’s needs.
And looking at it from a purely self-serving perspective,
career progress rarely happens if you don’t manage your
boss successfully.
Team member, project manager, or program manager—
you have a boss, or in most cases, multiple bosses. You
have to worry about those bosses and their needs. Hav-
ing more than one boss makes work more difficult be-
cause you have to consider the needs or preferences of
each of them. But it’s still doable.
If you are a manager at any level, you have to think about
managing both up and down. Some managers pay at-
tention to managing either their own bosses or those peo-
ple who report to them. It is the managers who only man-
age up who give managing the boss a less-than-stellar
reputation. They appear to be the suck-ups or toadies;
subordinates assume they don’t care about them and
may withhold their respect or slack off in their work. On
the other hand, the ones who only manage down can’t
advocate for their team or gain buy-ins for the project’s
endeavors from those up the chain. Successful managers
pay attention to managing both directions and commu-
nicating with their peers.
In this article, I will deal with managing up. If you are cu-
rious about successfully managing down, see “10 Rules
for Success as a Manager” (Defense AT&L, August-Sep-
tember 2004).
Guidelines for Managing Up
Commu.
1,304,019 views Jun 4, 2012, 901 amThe Top 9 Things Tha.docxjeremylockett77
1,304,019 views | Jun 4, 2012, 9:01 am
The Top 9 Things That Ultimately Motivate Employees to
Achieve
More From Forbes
Glenn Llopis Contributor
Leadership Strategy
I help organization build high-performance leaders, teams and cultures focused on inclusion and the power of
individuality. Leadership in the Age of Personalization.
12/10/19, 9:31 PM
Page 1 of 8
When you wake up in the morning, what is the passion that fuels you to start your day?
Are you living this in your work? If others asked you what drives you to achieve, would the
answer be obvious? The triggers that motivate people to achieve are unique for everyone.
Many would say its money; more people are starting to claim that they are driven to make
a difference. Regardless of what motivates you and drives you to reach peak performance
– it must be managed and balanced. Too much motivation in one area will weaken other
parts of your game.
Motivation has been studied for decades and leaders in the workplace have used
assessments like DISC and Myers-Briggs to determine their employee’s personality types
to better anticipate behaviors and tendencies. Additionally, motivational books are used
as tools to get employees to increase their performance and / or get them back on track.
While assessments, books and other tools can help project and inspire short and long
12/10/19, 9:31 PM
Page 2 of 8
performance, the factors that motivate employees to achieve evolve as they mature and
begin to truly understand what matters most to them. Therefore, as leaders we must hold
ourselves accountable to build meaningful and purposeful relationships that matter with
our employees. This allows us to better understand those we are serving, just as much as
ourselves.
As a leader, don’t just read the assessment scores, get to know those whom you are leading
and be specific about how you help each of them achieve their goals, desires and
aspirations. The objective should be to help one another and to accomplish this each of
you must identify those things that motivate you both to work together.
To help you get the most from your employee relationships, here are the nine (9) things
that ultimately motivate employees to achieve. As you read this, think of how you associate
with each of them. Share your story and perspectives – and comment about it. This is a
hot topic and the more we can discuss it, we can help one another become better leaders.
1. Trustworthy Leadership
Leaders that have your back and that are looking out for your best interests – will win the
trust of their employees who in turn will be more motivated to achieve. I once had a
department manager that always looked out for me. He was upfront in communicating his
performance expectations and his feedback was direct. He never treated me like a
subordinate and looked for ways to include me in senior management meetings. This
opened my eyes to what lied ahead in my career and thus motivated me to re ...
Similar to KRS 2014 Article Office Canada Supervisor (20)
1,304,019 views Jun 4, 2012, 901 amThe Top 9 Things Tha.docx
KRS 2014 Article Office Canada Supervisor
1. 4 Sign up for the the office* eNewsletter
Career Planning
As a speaker and business coach, I have
had the pleasure of working with hundreds
of “people” managers. Their titles include
Team Leader, Supervisor, Manager,
Project Lead, Director or VP, some with
years of experience and some preparing
to assume a position as people manager
for the first time. In every workshop,
there are questions around building good
relationships with each member of the
team.
In today’s multi-generational workplace,
there is not one single set of expectations.
Each individual will have different
perceptions for their own role, their
relationships with team members and
management, along with different goals/
ambitions and motivators.
Over time, I have developed a series of
questions that in my own experience have
helped me establish a positive working
relationship with my own teams. There
are some variations on when and how to
engage in these discussions, based on the
following factors:
• Are you (the people manager) new to
the company/department/team? If so,
there are no previous relationships or
experiences that may impact building
the team. This can be good or bad, it
depends on how you introduce yourself
to the team. Good in that there is no
“history” and you can start with a clean
slate. Potentially bad in that you are the
new “kid on the block” and all eyes will
be watching, some hopeful that you will
not be a success.
• Are you (the manager) being promoted
from within and moving up from
peer to manager? If so, how have
the team members responded to the
announcement? This can also be good
or bad, and again it depends on how you
handle any issues/concerns from “the
past”, and how you transition from peer
to leader.
• In either situation, are there any team
members with what might be described
as “baggage”? In other words, do they
have expectations of the manager that
may get in the way of building a positive
relationship with you?
• Are you both leader and team member?
In other words, do you still assume some
team member responsibilities while
also acting as the team’s supervisor or
manager? In this instance, you have to
be very specific about clarifying your role
in each conversation, i.e. “I’m speaking
as your manager now” or “I’m speaking
as a team member now”.
Whatever the circumstance, there are some
questions you can ask that will give you
information designed to help you build
a positive relationship with each team
member That list of questions could
include:
Click & Share:
TIPS FOR BUILDING
EMPLOYEE RELATIONSHIPSWritten By: Karen Rae Short
2. www.officecanada.ca 5
1. WHAT DO YOU LIKE MOST
ABOUT YOUR CURRENT ROLE
AND WHY?
Imagine what you can do with this
knowledge. When you are assigning new
tasks, setting up schedules, if you are able
to provide each person with the opportunity
to do more of what they enjoy, you are
increasing your credibility in their eyes.
2. WHAT DO YOU LIKE LEAST
ABOUT YOUR CURRENT ROLE
AND WHY?
If you are able to decrease this type of work,
you again are a hero. If you can’t, you are
able to acknowledge that you know they
don’t really like the work, and are counting
on them to do a great job because they are
the best person to do it. If you are able to
discuss a plan where they cross-train others
to do this work, you are building their skill
set in new areas and showing them that
you are doing your best to respond to their
preferences.
3. IF YOU COULD CHANGE ONE
THING ABOUT YOUR JOB, WHAT
WOULD IT BE?
This may seem to be a repeat of the
previous question, but it does sometimes
bring up other topics. For instance, their
working environment could be a concern,
or an issue with a colleague. It gives you an
opportunity to explore further, and to show
your interest in their success.
4. WHAT ARE YOUR SHORT AND
LONG-TERM GOALS, AND HOW
CAN I HELP?
A key question, especially for employees
with career ambition, and many do have
them regardless of their age or generational
‘attitude’. We sometimes overlook excellent
candidates for growth because they have
been in a certain role for some time and we
“assume” that they have no desire to grow.
Sometimes, it is that they have not been
asked and believe that the door is no longer
open to them. Such a waste of talent and
ability.
5. HOW DO YOU LIKE TO RECEIVE
FEEDBACK? POSITIVE AS WELL AS
NEGATIVE/CONSTRUCTIVE?
This is a very key question. If we don’t have
the answer, we can often make a situation
more difficult when our goal is to improve
communication. For instance, if you give
an employee praise in public and s/he is
not comfortable with public accolades,
that person could be thinking, “well, I’m
not going to exceed expectations again if s/
he going to embarrass me like this”! The
negative/constructive feedback should take
place in private without exception (okay,
maybe if a person is about to cut off his/her/
someone’s left arm, you’d jump in right then
and there in front of others!). Be specific
and address behaviours, not personality.
For instance “you’ve been late by up to 15
minutes 3 times in the last two weeks”; not
“you’re lazy and can’t get to work on time”.
6. WHAT MOTIVATES YOU TO
COME TO THIS JOB EVERY DAY
(OTHER THAN $$ & LOCATION)?
If you understand what truly makes a
person come to work and feel engaged
and valued every day, you’ll be able to
create more of a motivational environment.
Various studies have indicated that high
wages is not at the top of the list as an
employee motivator. In fact, it is generally
half way down the top ten list, preceded by
a feeling of being part of something that
matters, open communication, a boss who
supports me, opportunities for growth and
advancement, etc. If you can identify and
capitalize on each person’s true motivators,
you will develop a highly competent team
of individuals who are inspired to grow with
the organization…and make you look good
at the same time!
3. 6 Sign up for the the office* eNewsletter
7. WHAT TYPE OF SUPPORT/
COACHING DO YOU WANT FROM
ME?
Some will want a lot, some a little. Some
will prefer to work things out on their own,
others to take courses. You don’t have to be
the coach; it is your responsibility to ensure
that they receive the support they need to
be successful…and to make you look good
too.
8. ANYTHING ELSE THAT
WILL HELP US TO WORK WELL
TOGETHER?
Another important question that may result
in a surprising answer. It is well worth
asking, especially if you surface information
that can make or break a relationship.
If you know that there are some issues, it
may be better to schedule the one-on-one
meetings before holding the group meeting.
In the private meetings, you will address
the issues/concerns with the individual and
develop a plan to overcome them.
SOMEONE WANTED YOUR JOB
Let’s say for instance that one team
member is disgruntled because s/he didn’t
get the promotion and is showing through
her/his behaviour that s/he is not motivated,
perhaps going to your manager (the former
manager) instead of involving you, not
meeting performance requirements, etc.
Dealing with this quickly and early is
important, especially if s/he is a strong
influence on the team. The questions
would be pretty much the same, and if the
concerns do not surface in the responses,
bring them up. Some possible approaches
are:
“I understand that you applied for this
position and I’d like to talk with you about
that….did you receive any feedback about
why you were not selected? How do you feel
about it? Are you still interested in moving
up/taking on more responsibilities? My job
is to help you progress and grow in your role
and if you want my assistance, I’ll be happy
to work with you. You are a valued member
of the team and it is important for us to find
a way to work well together so that we both
succeed.”
If the person is responsive, make sure that
you follow through. If the person is negative/
unwilling to participate, it is important for
you to address the performance issues,
letting him/her know that the behaviours
are not acceptable. Schedule a follow up
meeting to discuss how s/he will ensure that
his/her performance improves.
Assuming that there are no “skeletons
in the closet”, you’ll probably find that
each team member is inspired by your
introduction and asking these questions.
Frequently, managers learn from the first
two questions that they can juggle some
tasks and be a hero in team members’ eyes
when they get to do more of what they like
and less of what they don’t like. The fact
that you ask about their goals and how you
can help them get there shows them that
you are not concerned about them trying to
make you look ineffective, or that you plan
to keep all the best work for yourself.
WORKING WITH FORMER PEERS
If you are managing former peers, it is
important to clarify how your role and
relationships will be different. It doesn’t
mean that you cannot continue with
relationships, it does mean that you cannot
be perceived as showing favouritism to one
person because you are personal friends.
It means that you have to clarify that you
cannot give one person the best projects,
allow them to take extra benefits i.e. arrive
late/leave early, or expect you to share
information with them that you cannot
share with the rest of the team.
It also means that you may have to
remove yourself from some conversations.