Growing up, no one considered Harry Truman a leader. He was a kid with thick glasses who mostly stayed home, working the farm or reading. But the course of his life changed when he entered the Army during World War I. One rainy night, he faced a moment of true terror.
Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.
One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?
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Everyone knew that the company was in trouble. The signs were all there. But company president John Green played his cards close to his vest and refused to talk with employees about the company’s financial challenges. He was afraid that by divulging bad news, he would cause a mass exodus. As a result of the lack of communication, the rumor mill ran rampant.
Most people don’t view paranoia as a plus. But Rashesh Shah sees its benefits. As chairman and chief executive of Edelweiss, a financial services firm in India, Shah favors “productive paranoia.”
If you’re advising a new manager to succeed, start by establishing guiding principles. Groom your managers to evolve into dynamic leaders by helping them develop these four skills and attitudes.
“If you look in the mirror and don’t see plenty of flaws, you’re delusional,” says tech consultant Steve Tobak. “And companies are entirely made up of imperfect people, just like you.” Still, he says, some leaders “more or less” know what they’re doing.