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Most Prized Management Behaviors

Tue, 10/18/2016 - 1:37pm -- Beth Flynn
  1. "Be a good coach.
  2. Empower your team and don't micromanage.
  3. Express interest in team members' success and personal well-being.
  4. Don't be a sissy.  Be productive and results oriented
  5. Be a good communicator and listen to your team.
  6. Help your employees with career development.
  7. Have a clear vision and strategy for the team.
  8. Have key technical skills so you can help advise the team (p. 72-73)."
 
 

Believe in Yourself

Tue, 10/04/2016 - 12:08pm -- Beth Flynn

“You are a unique human being, and there is no one else like you in the world.  You have unique gifts, talents, and perspectives that you bring to your relationships with others.  You have experience and knowledge that position you to make the world a better place. 

Consider all of the roles you play in the work you do and the life you lead.  Think about the difference your efforts have made to your networks over the course of a lifetime.

The Workday Blues

Wed, 09/28/2016 - 11:44am -- Beth Flynn
"Maybe you are the person with that burning passion to do well.  You come in early, are the last to leave, and haven't taken off a day or weekend since you started.  While you'd planned to scale back after you got the promotion or when the project was finished, you never did.  Consequently, it's five or ten or fifteen years later and you are burned out.
 

The Value of Persistence

Mon, 08/22/2016 - 10:35am -- Beth Flynn

"Being persistent means that when things get in the way, as they will, you will find a way of overcoming them.  If people knock you down, as they will, you are able to pick yourself up, dust yourself off and return to your path.  It also means that when doubts creep into your mind, as they will, you are able to listen to their message without being distracted from your purpose.

Helpful Hints for giving Feedback

Mon, 08/22/2016 - 10:32am -- Beth Flynn
  • "Avoid sweeping statements.  Words such as 'always' and 'never' only make people angry, and defensive.
  • Focus on major responsibilities and performance standards.
  • Ask recipients to identify causes of performance problems.
  • Provide feedback frequently.
  • Discuss behaviors or results, not the person.
  • Specify what needs to be done.
  • Use both positive and negative feedback.
  • Coach rather than judge.
  • Fit feedback to the individual (p. 126)."

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