The conventional definition of management is getting work done through people, but real management is developing people through work.

Agha Hasan Abedi

Tags: agha hasan abedi conventional definition
 

The team you are part of has a team player that is everything but a team player.

To make things worst—this team player is beloved by the boss. No matter how bad he acts, the boss forgives.

This specific team player gets rewarded for having an attitude—while the others are stuck with the dirty work.

What would you do?

Talk to the boss?

Leave the team?

Tags: attitude boss dirty work team player
 

We hear it all day long: Human resources are the most important resource of a company.

But, in most companies nobody knows—or seems to care—about the value and competencies of employees. Leading to inefficient staff. And way too often workers in the wrong position. As a result businesses are faced with increased costs. Studies have shown that there is a relation between profit and growth and the proper use of human resources. Still, companies rarely get past discussion about competency models.

So what is holding so many managers back?

The fear of the unknown?



Being afraid to be replaced by workers?



Or just simple not knowing any better?

Tags: competencies competency models fear human resources
 

Life is full of examples of how business shouldn’t be done. And still…

A couple of days I watched the scrimmage of some local football teams. The tackling skills of the one player got acknowledged and applauded not by his own team, but the coaches of the opposing team.

Now, step back and look at businesses.

Can’t you easily count many where employees are treated like that: Ignored by the own management but recognized by others?

Tags: acknowledged applauded couple of days employees football teams opposing team scrimmage team
 

Of course.

Not!

What’s the point of your questions: To lead or to manage?

If you manage—answers are a must.

If you lead—you leave the room to reply with a question, to not answer at all. In the end, what you as leader care about is to help people grow and change.

Too often people are stuck in the “I have to be provided with everything” mood and expect that even the smallest question is immediately followed by an answer or explanation.

As a leader it is your job to help them to get out of that trap.

Wouldn’t you agree?

Tags: answer job lead leader manage questions
 

The coach of a youth sport team said the he doesn’t care about talent. “Those that come to me either fill the position I put them in or they can go!”

While one might argue how easy or difficult it is to spot talent in a youngster—wouldn’t you agree that this is the wrong approach?

What happened to try-outs; to find out weaknesses and strengths? Can you really properly coach or mentor without knowing the talents of the players?

Sure, coaching a team of 11 stars isn’t easy. But neither is directing a movie with 11 stars; leading a stars only sales team; managing a group of excellent programmers…
You get the point!

Still, many try to lead by forcing the “Fit in or get lost” rule.

Do you?

Tags: coach coaching coaching a team directing a movie mentor programmers sport team talents youngster youth sport
 

When listening to youngsters talking about the established managers a few points always come up:

• Established managers are uninspired.
• Too conservative
• Too inflexible to react to the global markets and the recent economical changes
• Have no social awareness and / or competence
• Aren’t willing whatsoever to train the next generation

Yes, many youngsters seem arrogant and very self confident.

But, if only parts of the complaints are true—they really have to be, right?

And established management must change or die, right?

Tags: change change or die competence economical changes global markets next generation social awareness youngsters
 

You bet!

Most managers can hire and fire team members.

But team members are very limited in firing or hiring managers. Maybe with the exception of the whole team complaining.

This dependability leads to dynamics managers must understand.

• Needed information might be withheld because out of fear of a weakened position.
• Information that should have stayed within the team is blurred out to strengthen someone’s position.
• Responsibility grows with growing power; but most want power without responsibility.
• As soon as one side abdicates responsibility the needed balance isn’t given anymore.
• Every team member has a hidden agenda that usually neither matches the team goal nor helps the team to reach its goal.

Tags: dependability fear hidden agenda hiring managers position responsibility team goal team member team members