Good bosses.....
Balance long- and short-term views
Some issues seem to invoke a short-term response in many managers. But taking the easy way out because it appears to be a chore or a load can be inappropriate or damaging in the long run.
Instead, assess the short- and long-term views together so you don't miss out on possible opportunities.
For example, say you have to appraise all 12 of your team members in one week. With a budget deadline looming, you'd quite likely stress out at the sheer magnitude of work required, and you might choose to fill in the appraisal forms without thinking.
But if you take that extra time and effort to analyse the performance of each individual and discuss their goals, weaknesses and strengths with them, they will value your appraisal of them more. Because of better morale, you team's objectives are also more likely to be achieved in the long run, not to mention their respect you'd have earned.
Good bosses are.....
Not ostriches
Managers sometimes bury their heads in the sand when looking for a way out. But denying a sticky situation by not taking any concrete action often makes the problem worse. Patrick explains, "Often, if you leave a difficult problem alone, it becomes more difficult, not easier, to solve. Rarely, if ever, does it go away."
His advice is to think positive. Good bosses have the courage to fact adversity, unpleasantness and difficult situations head on, to lead their team through a rough patch by example.
So watch for opportunities and develop the habit of tackling any discomfort. Not only do you risk diluting your performance with every delayed, ignored or denied issue, you also risk diluting your professional image.
Balance long- and short-term views
Some issues seem to invoke a short-term response in many managers. But taking the easy way out because it appears to be a chore or a load can be inappropriate or damaging in the long run.
Instead, assess the short- and long-term views together so you don't miss out on possible opportunities.
For example, say you have to appraise all 12 of your team members in one week. With a budget deadline looming, you'd quite likely stress out at the sheer magnitude of work required, and you might choose to fill in the appraisal forms without thinking.
But if you take that extra time and effort to analyse the performance of each individual and discuss their goals, weaknesses and strengths with them, they will value your appraisal of them more. Because of better morale, you team's objectives are also more likely to be achieved in the long run, not to mention their respect you'd have earned.
Good bosses are.....
Not ostriches
Managers sometimes bury their heads in the sand when looking for a way out. But denying a sticky situation by not taking any concrete action often makes the problem worse. Patrick explains, "Often, if you leave a difficult problem alone, it becomes more difficult, not easier, to solve. Rarely, if ever, does it go away."
His advice is to think positive. Good bosses have the courage to fact adversity, unpleasantness and difficult situations head on, to lead their team through a rough patch by example.
So watch for opportunities and develop the habit of tackling any discomfort. Not only do you risk diluting your performance with every delayed, ignored or denied issue, you also risk diluting your professional image.
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