Great managers understand their employees' unique strengths and how to leverage them. They capitalize on each person's abilities to make them more accountable and build interdependence within the team. Managers must know an employee's strengths, what triggers those strengths, and how they learn best. Communication, strategic thinking, emotional intelligence, motivation, critical thinking, making values visible, coaching, and feedback are important skills for managers. Fine distinctions in personality that some may not see are clear to great managers, who highly value understanding and optimizing each individual.

1. WHAT DO GREAT
MANAGERS DO??
By Anushka Kapoor

2. MANAGERS??
Managers are the individual
who are responsible for coordinating and integrating activities
of other people in the Organization.

3. According to Chanakya, A Organization consist of:
1. The Leader
2. The Manager
3. Customers
4. Infrastructure
5. Finance
6. Teamwork
7. Consultants/Mentors

4. Top
Managers Functional
Managers
Team
Managers
Staff ManagerLine
Manager
General
Manager
Classification

6. THE GAME OF CHESS
Critical part of their job,
is to put people into roles and shifts that will allow them to shine—
and
to avoid putting clashing personalities together.
At the same time, she needs to find ways for individuals to grow.

8. MANAGERS SHOULD:
 First, identifying and capitalizing on each person’s uniqueness saves time.
 Second, capitalizing on uniqueness makes each person more accountable. Challenging
people to make their ability and his contribution to the business, to take ownership for this
ability, to practice it, and to refine it.
 Third, capitalizing on what is unique about each person builds a stronger sense of team,
because it creates interdependency. It helps people appreciate one anothers’ particular
skills and learn that their coworkers can fill in where they are lacking. In short, it makes
people need one another. The old cliché is that there’s no “I” in “team.”
 Finally, Managers introduce a healthy degree of disruption into Employee’s world.
Managers shuffle existing hierarchies, existing assumptions about who is allowed to do
what?, existing beliefs about where the true expertise lies?

9. FINE SHADINGS OF
PERSONALITY,
THOUGH
THEY MAY BE INVISIBLE TO
SOME AND FRUSTRATING TO
OTHERS,
ARE CRYSTAL CLEAR TO AND
HIGHLY VALUED BY GREAT
MANAGERS.

10. THE THREE LEVERS
There are three things Managers must know about someone to manage them well:
1. Their strengths,
2. The triggers that activate those strengths, and
3. how they learn I.e their learning style

11.  Communication skills
 Should be proactive
 Should be able to see through the picture i.e Strategic Thinking
 Emotional Intelligence
 Motivation
 Critical Thinking
 Making Values Visible and Viral
 Coaching
 Feedback

13. Indian American business
executive and the
current Chairperson and CEO of
PepsiCo.
In 2014, she was ranked at #13
on the list of Forbes World's 100
most powerful women,
and
was ranked the 2nd most
powerful woman on the Fortune
list in 2016.

14. CHANDA
KOCHHAR
(born 17 November 1961)
is the MD and chief executive
officer of
ICICI Bank.
She is widely recognized for
her role in shaping retail
banking in India