Soft skills are important for managers to develop to effectively handle their responsibilities. Key soft skills for managers include active listening, emotional intelligence, constructive feedback, communication, problem solving, time management, teamwork, self-confidence, flexibility, and motivation. Developing soft skills helps managers understand employees, allocate roles, improve work quality, and build better relationships and trust within the organization. Employers value soft skills like communication, empathy, work ethic, and adaptability in managers.
The document outlines 11 steps to building a successful team: 1) recruit the right people for the right jobs, 2) set clear and challenging goals for the team, 3) clearly define each member's responsibilities, 4) take initiatives to improve members' capabilities, 5) create a congenial working environment, 6) resolve conflicts effectively, 7) encourage social gatherings outside of work, 8) celebrate successes, 9) don't allow poor performers to remain on the team, 10) retain good employees, and 11) be aware of "team destroyers" and their negative attitudes. The overall message is that establishing the right team composition and culture through clear expectations, training, appreciation, and conflict management is key to a successful team
A good manager is a true leader who makes prompt decisions using knowledge and understanding. He is influential, respectable, encouraging, and cheerful. Good managers have leadership skills to achieve goals and guide teams fairly. They are skilled at planning, delegating, communicating clearly about plans, and listening to understand team strengths and weaknesses in order to motivate others.
The document summarizes an interview conducted with the branch manager of Faysal Bank. The manager discussed several topics including motivation, decision making, conflict management, teams, and leadership. For motivation, he emphasized training managers to understand different approaches for each employee. For decision making, he stressed the importance of quick implementation. The toughest decision he cited was changing bank assurance calculations to prevent losses. He saw politics as the biggest challenge for teams. The manager held a traditional view, believing that women were better suited for back-end roles to avoid politics in the organization.
Employability And Professional DevelopmentNicole Valerio
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Good managers are essential to any successful organization. An exceptionally good manager achieves a hardworking, productive and effective workforce that punches above its weight in its performance.
The document provides guidance on conducting effective coaching and counseling sessions. It outlines a 7 step process: 1) friendly greeting, 2) manager states facts, 3) employee explains, 4) manager explains interpretation, 5) manager presents relevant rules and policies, 6) the parties create an action plan, 7) review of the session. The goal is to have an open discussion to understand issues, identify solutions, and set expectations in a supportive manner.
This document provides guidance on coaching and managing employee performance. It discusses the importance of:
1) Clearly communicating expectations and providing regular feedback.
2) Categorizing employees as super stars, middle stars, or falling stars and coaching each group appropriately.
3) Conducting performance reviews when issues arise and working with the employee to create an action plan for improvement.
The document outlines 11 steps to building a successful team: 1) recruit the right people for the right jobs, 2) set clear and challenging goals for the team, 3) clearly define each member's responsibilities, 4) take initiatives to improve members' capabilities, 5) create a congenial working environment, 6) resolve conflicts effectively, 7) encourage social gatherings outside of work, 8) celebrate successes, 9) don't allow poor performers to remain on the team, 10) retain good employees, and 11) be aware of "team destroyers" and their negative attitudes. The overall message is that establishing the right team composition and culture through clear expectations, training, appreciation, and conflict management is key to a successful team
A good manager is a true leader who makes prompt decisions using knowledge and understanding. He is influential, respectable, encouraging, and cheerful. Good managers have leadership skills to achieve goals and guide teams fairly. They are skilled at planning, delegating, communicating clearly about plans, and listening to understand team strengths and weaknesses in order to motivate others.
The document summarizes an interview conducted with the branch manager of Faysal Bank. The manager discussed several topics including motivation, decision making, conflict management, teams, and leadership. For motivation, he emphasized training managers to understand different approaches for each employee. For decision making, he stressed the importance of quick implementation. The toughest decision he cited was changing bank assurance calculations to prevent losses. He saw politics as the biggest challenge for teams. The manager held a traditional view, believing that women were better suited for back-end roles to avoid politics in the organization.
Employability And Professional DevelopmentNicole Valerio
Hello Sir
We are a premier academic writing agency with industry partners in UK, Australia and Middle East and over 15 years of experience. We are looking to establish long-term relationships with industry partners and would love to discuss this opportunity further with you.
Thanks & Regards
visit our website.
www.onlineassignmenthelp.com.au
www.freeassignmenthelp.com
www.btechndassignment.cheapassignmenthelp.co.uk
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www.cheapassignmenthelp.co.uk/
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Good managers are essential to any successful organization. An exceptionally good manager achieves a hardworking, productive and effective workforce that punches above its weight in its performance.
The document provides guidance on conducting effective coaching and counseling sessions. It outlines a 7 step process: 1) friendly greeting, 2) manager states facts, 3) employee explains, 4) manager explains interpretation, 5) manager presents relevant rules and policies, 6) the parties create an action plan, 7) review of the session. The goal is to have an open discussion to understand issues, identify solutions, and set expectations in a supportive manner.
This document provides guidance on coaching and managing employee performance. It discusses the importance of:
1) Clearly communicating expectations and providing regular feedback.
2) Categorizing employees as super stars, middle stars, or falling stars and coaching each group appropriately.
3) Conducting performance reviews when issues arise and working with the employee to create an action plan for improvement.
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
The document provides tips for how to be a good manager. It emphasizes the importance of continuous learning, honesty and integrity, being a credible and ethical leader, having strong convincing abilities, and acknowledging staff. Some key qualities of an effective manager include being accountable, establishing values, having a presence that commands attention, thinking creatively, and praising good work. Good managers can manage themselves and others in high-stress environments through developing both inherent and trainable skills.
The document discusses effective management techniques. It states that a good manager leads by example, identifies employee strengths, sets concrete goals, delegates work appropriately, maintains open communication, and takes responsibility for employee mistakes to create a supportive work culture. Leading in this way with style and verve allows a manager to successfully oversee their responsibilities despite it being a tough and under-acknowledged job.
The document discusses strategies for gaining respect as a leader. It recommends remaining positive, interacting more with employees, helping staff when possible, trusting employees to complete tasks as they see fit, respecting differences, and showing humor. Respect cannot be demanded but must be earned through these types of behaviors.
Coaching focuses on improving current job performance and future goals, while counseling addresses past psychological issues. Coaching uses models like GROW to set goals, discuss current reality, brainstorm options, and make action plans, whereas counseling analyzes past problems. Both aim to help individuals, but coaching does so through skills training and professional development, while counseling facilitates personal change.
This document provides advice on preparing for meetings and other everyday work activities. It emphasizes that leaders should prepare for meetings as if their professional legacy depends on it, even for trivial topics, as meetings are an important way to instill values. Meetings should excite attendees and increase bonding. Preparation is key for the beginning and ending to energize people. The document also notes that in work, as in basketball, the important parts are the small interactions that occupy most of the time, not just the main activities. Proper preparation is important for meetings, phone calls, emails and conversations to make the best use of regular interactions.
This document discusses coaching, counseling, mentoring and their advantages for managing employee behavior and performance. It defines coaching as helping employees develop skills through feedback, and counseling as discussing attitudes and values during poor performance. Mentoring involves experienced employees training others. The advantages include empowering and inspiring employees, building skills, resolving issues, and strengthening teams and the organization. It provides tips for both functions like preparing, listening, identifying solutions and celebrating successes.
The document summarizes key findings from the Elite Performer Study, which assessed over 15,000 individuals to identify characteristics that distinguish elite performers. The study found that elite performers can be reliably identified and have strengths in six common areas. It developed the Elite Performer Selection Report tool to assess individuals' potential to become elite performers based on these findings. The report benefits hiring, coaching, training, and self-assessment by highlighting strengths predictive of elite performance.
The document discusses qualities of effective managers, such as being a good communicator, treating employees with respect, developing people's skills, and creating a culture where mistakes are seen as opportunities to improve. Good managers motivate their team through praise, are approachable, and focus on developing people rather than just completing tasks. They also listen to employees, admit their own mistakes, and create a supportive environment for people to do their best work.
Cipd conference 2013 presentation by Helen Askey Orange PipHelen Askey PhD
The document discusses creating a coaching culture in organizations. It describes challenges in developing coaching skills among managers and establishing a coaching approach. Two case studies are presented: one of a company that trained managers in coaching skills, and another that incorporated coaching into a two-year leadership program. Key lessons from the cases include engaging senior leaders, managing the learning curve, and evaluating coaching success through metrics like 360 reviews and goal achievement. Sustaining a coaching culture requires ongoing support like supervision and continued education.
This document discusses the differences between counseling and coaching. Counseling involves exploring past issues and resolving problems to improve mental health and well-being. Only certain licensed professionals can provide counseling legally. Coaching focuses on achieving goals and moving forward, with the coach providing advice, accountability, and motivation. While counseling addresses healing, coaching emphasizes strategies and plans for clients to reach their maximum potential. Key differences between the two include their styles, topics discussed, goals, and typical phrases used.
This mentorship handbook provides guidance for establishing an effective mentoring relationship. It outlines the roles and responsibilities of both mentors and mentees. The handbook also provides tools to structure mentoring meetings, including developing goals and tracking progress. These tools are meant to help mentors and mentees get the most out of the relationship by clarifying expectations and facilitating open communication and growth.
Management involves planning, organizing, directing, and controlling resources to accomplish goals. A manager is responsible for getting work done through others by delegating tasks appropriately. Effective managers set objectives, divide work into activities, motivate employees, and monitor performance to ensure targets are met. Key aspects of management include setting goals, assigning responsibilities, providing training and support, tracking progress, and making adjustments when needed to optimize outcomes.
The Art Of Managing Employee Expectationsdawnlennon
The document discusses how to effectively manage employee expectations. It outlines that both businesses and employees have expectations when entering an employment relationship, but these expectations are often not clearly communicated. The key is for leaders to [1] explain the business realities and how each employee adds value, [2] teach the business model and how performance aligns with goals, and [3] support individual development so employees understand opportunities rather than guarantees. When expectations are properly managed, employees become engaged, motivated, and committed to adding value.
Transition from Annual Performance Evaluations to an Atmosphere of Coaching:
1) Realize the flawed nature of the performance appraisals.
2) Take the steps to get out of your current situation.
3) Identify the common threads of coaching and development.
4) Learn to identify job fit and specialized knowledge about employees.
5) Determine job fit and compatibility with co-workers.
The document provides 23 tips for motivating employees. Some of the key tips include:
1) Motivate yourself first by being enthusiastic so you can inspire your team.
2) Recognize employee achievements through thanks, awards, or mentions to boost motivation.
3) Be an active listener to understand employee needs, ideas, and problems and show them respect.
4) Help employees achieve targets by setting realistic goals and providing support.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/employee-performance-guide-304
This guide is a basic introduction to performance management, the process, setting objectives, providing feedback, the performance discussion between manager and employee. It is geared to small and mid-sized companies who want to provide a process that is clear and easy to use for managers.
Improving your staff using coaching and counseling techniquesjbeane7028
The document discusses coaching and counseling employees to improve performance. It states that coaching alone does not guarantee improved performance, but must be accompanied by the employee already possessing the right character. It also outlines several factors for effective coaching, such as an open and trusting environment, empathetic and helpful attitude from managers, establishing dialogue, and focusing on work-related goals. The document provides tips for giving effective feedback and addressing why some employees may not perform well.
Corporate social responsibilities and ethical valuesJohn Baraily
This document discusses corporate social responsibility and ethical values. It defines CSR as companies voluntarily integrating social and environmental concerns into their business operations and interactions with stakeholders. The document outlines various CSR responsibilities towards employees, owners, customers, government, and society. It discusses the advantages of CSR for companies such as improved corporate image and reputation. Finally, it recommends designating lead institutions to support companies' CSR endeavors and contributions to society.
This document discusses the purposes of different types of organizations:
1. Private companies aim to earn profits for owners and shareholders. Alliance Boots is used as an example, with goals of growing its core pharmacy business, improving productivity to increase profits, and pursuing new markets.
2. Government departments, like the UK's National Health Service, aim to provide benefits to society rather than earn profits. Goals include providing affordable and accessible healthcare to improve public health.
3. Charity organizations are non-profits that aim to improve social welfare and public interests, rather than earn profits. Christian Aid is used as an example, with a goal of creating a more just world.
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
The document provides tips for how to be a good manager. It emphasizes the importance of continuous learning, honesty and integrity, being a credible and ethical leader, having strong convincing abilities, and acknowledging staff. Some key qualities of an effective manager include being accountable, establishing values, having a presence that commands attention, thinking creatively, and praising good work. Good managers can manage themselves and others in high-stress environments through developing both inherent and trainable skills.
The document discusses effective management techniques. It states that a good manager leads by example, identifies employee strengths, sets concrete goals, delegates work appropriately, maintains open communication, and takes responsibility for employee mistakes to create a supportive work culture. Leading in this way with style and verve allows a manager to successfully oversee their responsibilities despite it being a tough and under-acknowledged job.
The document discusses strategies for gaining respect as a leader. It recommends remaining positive, interacting more with employees, helping staff when possible, trusting employees to complete tasks as they see fit, respecting differences, and showing humor. Respect cannot be demanded but must be earned through these types of behaviors.
Coaching focuses on improving current job performance and future goals, while counseling addresses past psychological issues. Coaching uses models like GROW to set goals, discuss current reality, brainstorm options, and make action plans, whereas counseling analyzes past problems. Both aim to help individuals, but coaching does so through skills training and professional development, while counseling facilitates personal change.
This document provides advice on preparing for meetings and other everyday work activities. It emphasizes that leaders should prepare for meetings as if their professional legacy depends on it, even for trivial topics, as meetings are an important way to instill values. Meetings should excite attendees and increase bonding. Preparation is key for the beginning and ending to energize people. The document also notes that in work, as in basketball, the important parts are the small interactions that occupy most of the time, not just the main activities. Proper preparation is important for meetings, phone calls, emails and conversations to make the best use of regular interactions.
This document discusses coaching, counseling, mentoring and their advantages for managing employee behavior and performance. It defines coaching as helping employees develop skills through feedback, and counseling as discussing attitudes and values during poor performance. Mentoring involves experienced employees training others. The advantages include empowering and inspiring employees, building skills, resolving issues, and strengthening teams and the organization. It provides tips for both functions like preparing, listening, identifying solutions and celebrating successes.
The document summarizes key findings from the Elite Performer Study, which assessed over 15,000 individuals to identify characteristics that distinguish elite performers. The study found that elite performers can be reliably identified and have strengths in six common areas. It developed the Elite Performer Selection Report tool to assess individuals' potential to become elite performers based on these findings. The report benefits hiring, coaching, training, and self-assessment by highlighting strengths predictive of elite performance.
The document discusses qualities of effective managers, such as being a good communicator, treating employees with respect, developing people's skills, and creating a culture where mistakes are seen as opportunities to improve. Good managers motivate their team through praise, are approachable, and focus on developing people rather than just completing tasks. They also listen to employees, admit their own mistakes, and create a supportive environment for people to do their best work.
Cipd conference 2013 presentation by Helen Askey Orange PipHelen Askey PhD
The document discusses creating a coaching culture in organizations. It describes challenges in developing coaching skills among managers and establishing a coaching approach. Two case studies are presented: one of a company that trained managers in coaching skills, and another that incorporated coaching into a two-year leadership program. Key lessons from the cases include engaging senior leaders, managing the learning curve, and evaluating coaching success through metrics like 360 reviews and goal achievement. Sustaining a coaching culture requires ongoing support like supervision and continued education.
This document discusses the differences between counseling and coaching. Counseling involves exploring past issues and resolving problems to improve mental health and well-being. Only certain licensed professionals can provide counseling legally. Coaching focuses on achieving goals and moving forward, with the coach providing advice, accountability, and motivation. While counseling addresses healing, coaching emphasizes strategies and plans for clients to reach their maximum potential. Key differences between the two include their styles, topics discussed, goals, and typical phrases used.
This mentorship handbook provides guidance for establishing an effective mentoring relationship. It outlines the roles and responsibilities of both mentors and mentees. The handbook also provides tools to structure mentoring meetings, including developing goals and tracking progress. These tools are meant to help mentors and mentees get the most out of the relationship by clarifying expectations and facilitating open communication and growth.
Management involves planning, organizing, directing, and controlling resources to accomplish goals. A manager is responsible for getting work done through others by delegating tasks appropriately. Effective managers set objectives, divide work into activities, motivate employees, and monitor performance to ensure targets are met. Key aspects of management include setting goals, assigning responsibilities, providing training and support, tracking progress, and making adjustments when needed to optimize outcomes.
The Art Of Managing Employee Expectationsdawnlennon
The document discusses how to effectively manage employee expectations. It outlines that both businesses and employees have expectations when entering an employment relationship, but these expectations are often not clearly communicated. The key is for leaders to [1] explain the business realities and how each employee adds value, [2] teach the business model and how performance aligns with goals, and [3] support individual development so employees understand opportunities rather than guarantees. When expectations are properly managed, employees become engaged, motivated, and committed to adding value.
Transition from Annual Performance Evaluations to an Atmosphere of Coaching:
1) Realize the flawed nature of the performance appraisals.
2) Take the steps to get out of your current situation.
3) Identify the common threads of coaching and development.
4) Learn to identify job fit and specialized knowledge about employees.
5) Determine job fit and compatibility with co-workers.
The document provides 23 tips for motivating employees. Some of the key tips include:
1) Motivate yourself first by being enthusiastic so you can inspire your team.
2) Recognize employee achievements through thanks, awards, or mentions to boost motivation.
3) Be an active listener to understand employee needs, ideas, and problems and show them respect.
4) Help employees achieve targets by setting realistic goals and providing support.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/employee-performance-guide-304
This guide is a basic introduction to performance management, the process, setting objectives, providing feedback, the performance discussion between manager and employee. It is geared to small and mid-sized companies who want to provide a process that is clear and easy to use for managers.
Improving your staff using coaching and counseling techniquesjbeane7028
The document discusses coaching and counseling employees to improve performance. It states that coaching alone does not guarantee improved performance, but must be accompanied by the employee already possessing the right character. It also outlines several factors for effective coaching, such as an open and trusting environment, empathetic and helpful attitude from managers, establishing dialogue, and focusing on work-related goals. The document provides tips for giving effective feedback and addressing why some employees may not perform well.
Corporate social responsibilities and ethical valuesJohn Baraily
This document discusses corporate social responsibility and ethical values. It defines CSR as companies voluntarily integrating social and environmental concerns into their business operations and interactions with stakeholders. The document outlines various CSR responsibilities towards employees, owners, customers, government, and society. It discusses the advantages of CSR for companies such as improved corporate image and reputation. Finally, it recommends designating lead institutions to support companies' CSR endeavors and contributions to society.
This document discusses the purposes of different types of organizations:
1. Private companies aim to earn profits for owners and shareholders. Alliance Boots is used as an example, with goals of growing its core pharmacy business, improving productivity to increase profits, and pursuing new markets.
2. Government departments, like the UK's National Health Service, aim to provide benefits to society rather than earn profits. Goals include providing affordable and accessible healthcare to improve public health.
3. Charity organizations are non-profits that aim to improve social welfare and public interests, rather than earn profits. Christian Aid is used as an example, with a goal of creating a more just world.
Role of manager in pharmaceutical industryAnam Shahid
The manager in the pharmaceutical industry must be analytical by tracking sales figures, market conditions, and competitor performances. They must also demonstrate creativity through developing and implementing innovative strategies to increase market share. Additionally, the manager requires strong management and teamwork skills to oversee product lifecycles and manage multiple stakeholders, as well as technical industry knowledge, sales forecasting abilities, and strong communication skills.
The document outlines the key roles and responsibilities of a manager. It discusses that a manager's main purpose is to achieve objectives by ensuring each team member achieves their goals. A good manager can get ordinary employees to perform extraordinarily. Managers work with others as coaches and counselors, while workers work alone. Key responsibilities include ensuring objective achievement, decision making, developing team members, strong customer focus, planning, monitoring, controlling, and appraising. The document also contrasts effective versus ineffective manager traits and Mintzberg's 10 management roles.
The document discusses the views of management as either omnipotent or symbolic. The omnipotent view holds managers directly responsible for success or failure, while the symbolic view sees external factors as constraining managers' influence. It also covers organizational culture as shared meanings and beliefs that guide member behavior. Strong cultures with deeply held values aid commitment and performance. Culture is established by founders and top management and passed to new members. The external environment of specific and general forces also shapes managerial decisions and introduces uncertainty. Managing stakeholder relationships is important for organizational performance and ethics.
Total Environment is an architect-led real estate design and development firm that focuses on creating customized living spaces in harmony with their natural surroundings. They have completed over 50 residential and commercial projects across India and are currently working on several more. Their strengths include attention to detail, understanding customer needs, and using high-quality construction methods. They aim to make living and working environments more comfortable, productive, and joyous.
The document discusses the roles of managers and leaders. It provides definitions of management and leadership, comparing the functions of managers versus leaders. Management involves directing people and resources to achieve goals through systems and procedures, while leadership is about inspiring people to willingly work towards a shared vision. The document also examines different leadership styles, including autocratic, democratic, laissez-faire, transactional, and transformational leadership. It notes that the best leaders are flexible and adapt their style to different situations.
This document provides guidance on how to be an effective manager. It defines a manager and lists key personal, business, communication, and relationship qualities of effective managers, such as self-motivation, integrity, industry knowledge, delegation skills, communication abilities, and respect for others. The document then outlines an 8-step roadmap for being an effective manager, including delegating work wisely, setting achievable goals, communicating effectively, making time for teammates, recognizing achievements, finding lasting solutions, avoiding blame, and building on employees' strengths.
8 important soft skills freelancers need to have (1).pdfJagriti Rai
In this amazing slides of 8 important soft skills, you as a freelancer will learn that not only technical skills are going to help you in your freelance journey rather having a good knowledge of soft skills and interpersonal skills will boost your way of freelancing.
Soft skills are just as crucial for freelancers as technical skills, if not more so. While technical skills determine the expertise and knowledge in a specific field, soft skills encompass a range of interpersonal and communication abilities that facilitate success in the freelance world. Here's why soft skills are vital for freelancers:
1. Client Collaboration: Freelancers often work directly with clients, and effective communication and collaboration are paramount. Soft skills like active listening, empathy, and clear articulation help freelancers understand client requirements, build strong relationships, and deliver satisfactory results. By demonstrating strong interpersonal skills, freelancers can establish trust, mitigate conflicts, and foster long-term partnerships.
2. Client Satisfaction: Clients value more than just technical proficiency; they seek freelancers who can understand their needs, provide excellent customer service, and exceed expectations. Soft skills such as problem-solving, adaptability, and attention to detail enable freelancers to deliver tailored solutions, respond to changing client demands, and ensure client satisfaction. These skills contribute to positive feedback, repeat business, and referrals.
3. Time and Project Management: Freelancers juggle multiple projects simultaneously, requiring effective time management, prioritization, and organization skills. Soft skills like self-discipline, reliability, and the ability to meet deadlines are critical. They enable freelancers to manage their workload efficiently, deliver projects on time, and maintain a professional reputation.
4. Networking and Self-Promotion: Freelancers need to market their services and build a strong professional network. Soft skills like networking, interpersonal communication, and self-confidence help freelancers engage with potential clients, promote their work effectively, and seize new opportunities. Strong networking skills can lead to referrals, collaborations, and a steady stream of projects.
5. Adaptability to Changing Environments: Freelancers often encounter diverse clients, industries, and work environments. Soft skills such as flexibility, resilience, and the ability to learn quickly are essential for adapting to new situations and requirements. These skills enable freelancers to thrive in dynamic work settings, embrace new technologies, and stay ahead of industry trends.
While technical skills provide the foundation for freelancers, Freelancers who cultivate and emphasize their interpersonal, communication, and other soft skills position themselves for client satisfaction, and sustainable growth in the highly competitive freelance marketplace.
Top Pillars | Leadership skills by Salameh MahasnehTop Pillars
This document outlines key leadership skills and concepts. It begins by stating the course objectives, which are to apply basic leadership knowledge, discuss leadership techniques and styles, and identify the basics of leadership and motivation. It then discusses several core leadership skills and concepts in detail over multiple sections, including effective communication, motivation, respecting employees, decision-making capabilities, creativity and innovation, delegation, problem solving, and more. The document emphasizes that strong leadership requires mastering many interpersonal and management skills.
This document discusses the key changes and skills needed to successfully transform from an executive to a manager. Some of the most important changes include adopting a new attitude, improving communication skills, increasing self-motivation, developing flexibility, learning to delegate effectively, and becoming more reliable. The document also emphasizes establishing clear expectations in the new role, treating all employees with respect, focusing on goals and objectives, and eliminating gossip. Developing skills such as industry knowledge, confidence, mediation, training implementation, and organization are also highlighted as important for the transition.
On the Job SuccessIn this section, we will cover some basic tips.docxhopeaustin33688
On the Job Success
In this section, we will cover some basic tips and techniques that might help you succeed once you have landed that great job and are ready to start your career. Like all the information included, there is no golden ticket or cheats along the way. Instead, these best practices and suggestions are a collection of common knowledge and proven experience.
Being successful at work has a lot to do with your attitude and candor. Your personal characteristics as well as your behaviors in groups and the organization as a whole reflect on your performance and ability. The recognition and development of your soft skills as well as your ability to adapt to organizational culture, understand power, and create healthy relationships with your supervisor and peers will more often than not help you become a more successful employee. We will also discuss how to become knowledgeable about your job, how to execute and excel in your given responsibilities, and what some of the advantages are to continue your education as a lifelong learner. The follow sections will elaborate on these strategies to employ that can lead to greater job success.
A Positive Attitude and Other Tips for a New Job
Especially when you start a new job, there are a lot of things you need to learn. It probably won’t be expected that you know how to do all of your job duties perfectly when you first arrive but by presenting yourself appropriately and by properly managing the areas that you can control, you will find that the rest will come pretty easily. Most of the following tips and techniques are good suggestions for a new position but should continue even after you are more established with a company.
· Stay positive. Forget the wrist; it’s all in the attitude. Keeping a positive attitude about your responsibilities, new tasks, challenges, and the company as a whole is an amazing step toward success. Your enthusiasm and eagerness to try new things, handle pressure and frustrations, and stay optimistic through diverse situations will not only keep you in good spirits professionally but will make you a stand out for new opportunities and a pleasure to work with.
· Try your hardest and learn from mistakes. It could be interpreted to be two separate actions but your ability to give 100% of your effort is actually very closely tied to the errors you will make. Mistakes are inevitable; you will make them. Be accountable for your actions by being able to say that did your very best and takeaway a lesson learned to avoid the same mistake again later.
· Be respectful. There are many things to learn from your new colleagues. Demonstrate your willingness to learn from their experience by valuing their opinions, being grateful of the assistance they offer, and treating everyone (no matter their position in the company) with the respect you feel you deserve in return.
· Be a team player. It is not likely that your job functions will be completely autonomous. You will most likely.
This document outlines the essentials of leadership. It defines leadership as the ability to influence and guide others towards a clear vision. Effective leadership involves establishing a vision, sharing that vision, providing knowledge to achieve it, and balancing interests. Business leadership requires motivating employees, delegating tasks based on strengths, and having courageous conversations. The document then lists and describes eight qualities of great leadership: sincerity, integrity, communication skills, loyalty, decisiveness, competence, empowerment, and charisma. It provides examples from leaders like MS Dhoni and quotes on leadership.
A good manager must have strong communication skills to effectively convey needs and expectations. They should also have in-depth knowledge of their industry to provide proper guidance. Additionally, good managers are highly organized, can motivate teams, handle difficult customers, are trustworthy and dedicated to their role and company. While management styles vary, the most important things are learning from mistakes and developing leadership skills to create positive work experiences.
Do you like organized set-ups and managed working style? Are you interesting in meeting & knowing people? Do you have a passionate for career and success? Do you feel confident in whatever you do? If the answer to all of these questions is YES, you are eligible to become a management trainee!
It is important for managers to communicate with their teams in several ways:
1. Managers should consult with their team on work to be allocated to ensure everyone understands their roles and the company operates efficiently.
2. Managers must consult with HR and other relevant groups on available resources to have the information needed to best allocate work.
3. Explaining the organization's code of conduct to the team is crucial so all employees understand expected behaviors and the company avoids risks.
4. Agreeing on performance indicators with staff beforehand allows everyone to prioritize work and focus on goals.
Mentoring & coaching for optimal performanceFaakor Agyekum
This document provides information on coaching and mentoring for optimum performance. It defines coaching as helping individuals realize their potential and mentoring as a long-term relationship that helps proteges advance their careers. The document outlines the GROW model and coaching discussion approach for effective coaching sessions. It also identifies characteristics of good coaches, such as believing in individuals' potential, giving feedback, and creating opportunities for growth.
This document discusses different management styles and the importance of management by objectives. It describes several management styles - autocratic, paternalistic, democratic, laissez-faire, and management by walking around. It emphasizes that management must understand employees, ensure clear communication, motivate workers, and set objectives to extract the best performance. Management by objectives involves setting goals to guide employees and help the organization achieve its targets. While it provides direction, its limitations include potential mismatch with company culture and overemphasis on targets.
This document discusses important team management skills, including giving constructive feedback, delegating effectively, bringing out the best in others, communicating with different personality types, understanding employee work styles, proactively resolving problems, resolving disputes, and being willing to learn from the team. It provides explanations for why each skill is important and suggestions on how managers can work on and improve each skill, such as making feedback specific and actionable, setting clear expectations when delegating, listening to employees' ideas, practicing empathy, observing energy levels and work patterns, hosting weekly one-on-ones, and evaluating the team's ideas rather than always pushing their own. The skills are aimed at helping managers lead productive, high-performing teams.
How to create supportive,conductive and productive work enviornmentacreaty
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The document discusses the importance of positive attitudes in the workplace. It argues that attitude is more important than skills, as attitude is difficult to change, while skills can be taught. A positive attitude is defined as thinking "I can" rather than "I can't", and being externally happy and pleasant towards others. The document recommends organizations implement a "get happy or get out" culture by holding all employees, not just customer service, accountable for maintaining a positive attitude. Measuring and enforcing positive attitudes as an expectation can improve employee morale, productivity, and company financials more than addressing skills or a poor economy.
1. SOFT SKILLS FOR MANAGERS
A manager plays the vital role in any organization. He has to work at many levels and every day the needs
to deal with many people. Therefore he needs to develop different skill-sets to handle all the diverse
responsibilities.
To handle managerial responsibilities both hard and soft skills are important. Only having good
qualifications and knowledge about work is not enough. Beyond these, a person also needs to know the
art of managing people, which is called as soft skills.
Basically management is all about managing emotions and egos of individuals. Only giving instructions
and orders to the subordinates does not prove that you are a good manager. The managers should learn to
listen to their subordinates. Listening is a very important part of soft skills.
Good speakers always need to be good listeners. Only through active listening, the real problems of the
employees can be understood and the manger can come up with the proper solution. Active listening wins
the trust of employees and builds rapport between managers and his subordinates. Whether the managers
address the issues or not but what is expected out of them is active listening with empathy.
Active listening helps in avoiding and preventing the problems from happening. Listening helps to
understand employee’s problems only, you can offer some solutions. Many conflicts happenint
organization only because the parties are not ready to listen to each other and both sides want to put their
forth first.
Apart from good listening, emotional intelligence is another area where mangers have to focus keenly at
work place. As people are different, their emotions are different. When it comes to handle the staff,
managers have to face many people with diverse behavioral patterns. Some are quick tempered and some
are soft spoken by nature. Some are introverts and some are extroverts. So here only bookish knowledge
would not help the manager; he requires extraordinary ability to understand people well.
Soft skills help when they start allocating roles and responsibilities to the employees. When mangers
knows his employees. When managers knows his employees attitude well then it’s easy to them to
appoint a people on different positions. When ant human being does what interests him then automatically
the quality of the work improves. It helps in reaching the goals much faster and gives better results.
Giving feedback to the employees in the right way important. Managers should learn the art of giving
feedback constructively and positively without any prejudices. While criticizing, it is essential to focus on
the behavior of the individuals rather than on the behavior of the individuals rather than on the
individuals. Make sure while criticizing anyone that the person understands it positively. That’s why it’s
called an dart; the concerned person should understand your point and should not fell insulted then and
there will be transformation in his behavior. It helps the individual as well as organization. Besides,
2. manger will also earn respect. If a manager does not like a person’s behavior then he should not say
anything to that person in the presence of people. He should say it only when they are alone. Otherwise in
public it can ruin the image of the person and he might feel awkward to work. At times it leads to self-
defense or arguments on the part on the concerned individuals and finally it may boomerang.
The manager should know the right way to criticize. There are some techniques of criticism which make a
person understand his mistake and not feel bad. While criticizing the behavior of the individuals,
managers should stress on one method of feedback. In this method of feedback, the conversation begins
with positive terms, for example the manager can first mention the good point. Then he can move to
criticize and the message related to the areas where in the behavioral changes have to be brought out and
closes again with a positive message. The feedback is an excellent tool and can be used for building better
relations and bringing out behavioral changes among the individuals. It becomes one of the elements of
soft skills.
Part of a manager’s strength is their soft skills. This is because when you possess these, managing your
people can become easier. Not entirely easy, because the hurdles would still be present, but it would be so
much better than if you did not have the necessary soft skills.
Being flexible and able to adapt to the changing needs of an organization also qualify as soft skills, as do
being able to collaborate with others and influence situations through lateral and more creative
thinking.
Most progressive companies and their managers are looking for people’s ability to communicate clearly
and openly, and to listen and respond empathetically.
Good soft skills also include the ability of people to balance the commercial needs of their staff.
Soft skills are basically a group of personal qualities, habits, attitudes and social graces that make
someone a good employee and compatible to work with. Company values soft skills because research
suggests and experience shows that they can be just as important as an indicator of job performance as
hard skills.
Some of the most common soft skills employers are looking for and will be assessing you on includes:
Work Ethics
Managers need to have strong work ethics and skills to motivate the people to get work done from them.
It doesn’t matter so much as to how do you get work done through your subordinates. This is the most
important work of the manager and that he needs to use all his abilities.
Communication Skills
The position of the manager demands a vocal articulate person. He can’t ignore communication skills.
The person should be expressive enough and be able tospeak about his needs in a way that builds bridges
with colleagues, customers and vendors. Each and every field is related to communication. When
communication is strong within an organization then it helps its growth.
3. Optimistic Attitude
Business means risk so at anytime that lots of conflicts occur at work place, first and foremost the
manager need to keep his temper cool. He should always have positive attitude. He should not get
depressed due to small issues.
Problem-Solving Skills
Instead of thinking about the problems a person needs to have a skill for solving them. Whether it arises
because of him or his team members a manger always needs to have the sprit to solve it.
Time Management Abilities
Time management is a skill every person needs. A manager needs it more than anybody else and should
always know which work should be given more priority. He also knows about deadlines of work and
should accordingly allot time schedules for various tasks.
Team Player and Maker
A manager knows how to behave with people with different attitudes and he deals with each person
accordingly. But it’s difficult for him to create a good understanding between all staff members. For a
project to be successful, good team workis very necessary. The manger has to maintain proper
coordination between the team members. Conflicts happen between peoples so managers need to create a
bond between them.
Self-Confidence
It is an important term for individual. The manager should truly believe himself. He should project a
sense of calm and inspires confidence in others. At time he should also have the courage to ask his senior
questions related to organizational benefits.
Ability to Accept and Learn From Criticism
No one is perfect so if any mistake happens. He should be able to handle criticism. One should learn from
his mistakes. It helps to improve the quality of work.
Flexibility/Adaptability
A manger should be able to adapt to new situation and challenges. He should be flexible enough to adapt
new techniques.
Motivation to the subordinates
When a person commits mistakes the manager has the right to warm him. Similarly when he works well a
person needs to be commended and motivated. Small motivational gestures provide a lot of energy to
work. Performance of the person also improves significantly.
Working Well Under Pressure
4. Every organization is always under performing well and meets the deadlines, so a manger should have the
ability to work under constant pressure. The things should not get messed up only because of work
pressure.
Open-Mindedness
One of the biggest mistakes a manager could make is to believe that they have all the answers. Thinking
that you are always right could cost you a lot, in terms of your relations with your subordinates. It is
necessary that you keep an open-mind; learn from others just as they are learning from you. Be open to
constructive criticism because it is through this that you will discover your shortcomings and be able to
do something to improve.
If you want to be known as a good manager then focus on the skills most likely to interest the prospective
employers and learn to demonstrate these skills through your resume, in an interview or in dealing with
potential employers at career fair or industry association gatherings.
For example, tell story of how you successfully handled a crisis or challenge at your company. Mention
honors you received or even bring along letters of thanks or commendation from an employer or
customer. Remember, if you want to work as manager you should develop your skills. Some skills you
have to learn before joining the organization and some you will develop after entering into professional
world.
Things to do everyday:-
Follow these ten golden rules and enjoy every moment of living.
~ Greet your family members first thing in the morning. If you are not used to this, they will be surprised
with your sudden and nice gesture.
~ Greet your peers, subordinates and boss once you enter the office. Smile at even the 'security' personnel
standing at the gate, who takes care of your safety.
~ Greet your friends along the way and do not ignore them.
~ Continuouslyreciprocates to breed communication. If you do not reciprocate at least with a 'thanks'
when you get information or a source on your online network or your offline network, you will not be
remembered for a long time. If you are not remembered, you are out of your network.
~ Be a proactive listener and empathies with others to command respect.
~ While talking to others, your voice, tone and tenor must be audible and soothing. It should not be
aggressive or in a shouting mode.
5. ~ Dress well to suit your profession and to create positive vibes in your workplace. If you are a sales
representative, do not go out with printed shirts and jeans, which may turn down your customer.
~ Political and religious comments must be avoided at all costs in the workplace, when you are in a
group.
~ Your communication should not provoke others.
~ Do not speak ill of others if you can help it.