Dear Friends,
Organisations are run by employees and managed by managers. If you ask for the qualities of successful managers, you will hear a lot about their traits. Most managers do four common things like managing employees well, listening to them, recognizing them and empowering them. These can be termed as good management skills that are vital to achieve success but are not enough. Apart from these common skills, what extraordinary manager does more? What he does differently? What makes an ordinary manager to become extraordinary manager? What are that significant factors, patterns of behavior and thought process that separates extraordinary managers and their subordinates would like to go with them to any extent to achieve goals?
In present business environment, you don’t simply need managers to have ordinary/ common skills but extraordinary managers who navigate the ship in turbulent times and are capable of taking the organisation out of bad weather. They do something more than simply managing. They create situations and environment where things happen like they want. They make things happen. And that ‘something’ is the ability to inspire, connect and make their ordinary employees believe that they can do. The core is developing the belief in employees’ self for doing extraordinary. Without performing super human acts, they simply sharpen employees’ skills to show how they can become incredible. They express faith in their abilities, stand out by their side when it counts most for them and protect. While you find most of the managers talking, these extraordinary managers communicate straight from heart by shunning corporate language and becoming honest, forthcoming and helpful in their messaging. They deliver with intent, meaning and feeling. They are highly adaptable to change and daring, identifying strengths of their employees and turn the problem into learning opportunity through leading by example. Demonstrating how most difficult issues could be resolved easily helps people believing in such managers beyond boundaries. They demonstrate positivity, dedication, focused approach, persistence and goal orientation. They model the attitude and behavior they want from their employees in organization.
Evolving from a good manager to extra ordinary manager requires nothing more than additional focus with innovative approach and realistic optimism. Overcoming the fear of failure is the sign of confidence and developing this confidence in employees helps those delivering extraordinary results from ordinary people.
The cover story of this issue is all about this species of managers. The extraordinary people of management world are sharing their wealth of knowledge and experience as to what helps transforming an ordinary manager into an extraordinary one.
Regds,
From India, Delhi
181Organisations are run by employees and managed by managers. If you ask for the qualities of successful managers, you will hear a lot about their traits. Most managers do four common things like managing employees well, listening to them, recognizing them and empowering them. These can be termed as good management skills that are vital to achieve success but are not enough. Apart from these common skills, what extraordinary manager does more? What he does differently? What makes an ordinary manager to become extraordinary manager? What are that significant factors, patterns of behavior and thought process that separates extraordinary managers and their subordinates would like to go with them to any extent to achieve goals?
In present business environment, you don’t simply need managers to have ordinary/ common skills but extraordinary managers who navigate the ship in turbulent times and are capable of taking the organisation out of bad weather. They do something more than simply managing. They create situations and environment where things happen like they want. They make things happen. And that ‘something’ is the ability to inspire, connect and make their ordinary employees believe that they can do. The core is developing the belief in employees’ self for doing extraordinary. Without performing super human acts, they simply sharpen employees’ skills to show how they can become incredible. They express faith in their abilities, stand out by their side when it counts most for them and protect. While you find most of the managers talking, these extraordinary managers communicate straight from heart by shunning corporate language and becoming honest, forthcoming and helpful in their messaging. They deliver with intent, meaning and feeling. They are highly adaptable to change and daring, identifying strengths of their employees and turn the problem into learning opportunity through leading by example. Demonstrating how most difficult issues could be resolved easily helps people believing in such managers beyond boundaries. They demonstrate positivity, dedication, focused approach, persistence and goal orientation. They model the attitude and behavior they want from their employees in organization.
Evolving from a good manager to extra ordinary manager requires nothing more than additional focus with innovative approach and realistic optimism. Overcoming the fear of failure is the sign of confidence and developing this confidence in employees helps those delivering extraordinary results from ordinary people.
The cover story of this issue is all about this species of managers. The extraordinary people of management world are sharing their wealth of knowledge and experience as to what helps transforming an ordinary manager into an extraordinary one.
Regds,
From India, Delhi
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