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Of course, if you work for someone else, you may be limited
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PostPosted: 05 Oct 2019 04:39:07    Post subject:  Of course, if you work for someone else, you may be limited
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?Moving on in a career can be about being in over your head
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, taking on more than you can do, and trying to please everybody. I achieved what I had set out to do, and that's where I started to lose track. With the energy that you have in your twenties, you're just fearless. At some point, some things start to slip away.? These are the words of Mary Lou Quinlan, quoted in a recent issue of Fast Company, whose career-moved from being the CEO of an advertising firm to starting her own firm.


She explains that the pivotal action that allowed her to make this decision was that she took some serious time off from her job: she devised a 5-week leave of absence. ?It was the greatest thing I've ever done in my life.? At the end of the 5 weeks
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, she made a list of all the things she loved to do and was good at. And she made a second list of all the things she hated doing that she was not good at. The latter list looked a lot like her job. The former list became the vision for her business. Her advice: ?Ask yourself: Am I happy? You have the right to ask that question ? and then do something about it.? I completely agree.


For many people, TAKING TIME OUT is the only way to get perspective on how they're navigating their life and what course corrections are called for. For some, the time-out needs to be a 5-week leave. For others it can be a weekend disconnected from email and cell phone. And for others it can be a weekly coaching conversation, were the relationship facilitates enough ?altitude? from daily concerns to allow for some strategic decisions to be made and implemented.


If you need time off the treadmill but can't seem to take it, figure out what kind of support you need, and get it for yourself. It's that important.


Copyright 2003, Sharon Teitelbaum. All rights reserved.


You'd think we'd know by now -- just because someone is fantastic at doing something... doesn't mean they're equally as good at managing others to do that same thing.


After all
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, the skill set required to practice a specific profession -- whether it's plumbing, hairdressing, engineering, selling, teaching, accounting or whatever -- is entirely different from the skill set required to manage people.


Yet organizations persist in promoting "doers" into management roles. These promotions come with better-sounding titles, more money
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, more perquisites, more prestige and... more responsibility.


And they involve doing less -- perhaps none -- of the "technical" work that the manager did previously, and more (or all) of the work of managing others.


In one sense it's logical -- a manager who used to do the work himself or herself should understand what his staff need to do the work now. And yes, there are many managers who are just as good, if not better, at managing others as they are performing the actual work. In fact, many managers prefer to manage rather than do.


But
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, as indicated above, there's no reason to assume that a good doer will make automatically make a good manager!


Now, this is not to say that a pyramidal organizational structure -- where the many are managed by the few -- is necessarily a bad thing. As a delegation or management structure it works fine for many companies.


But when getting more pay and other rewards is contingent on becoming a manager, it's inevitable that people will try to get, and will get, promoted into management roles -- regardless of whether they have the talent or passion to manage.


The result? Plenty of unhappy and ineffective managers. Plenty of frustrated people working for ineffective managers. And an organization that is not performing at its optimum.


Doesn't it make more sense for people to do the work they enjoy and are good at? To reward them for getting better and better at that work, rather than only paying them more if they step "up" to management... where they may generate less value for the organization?


Isn't a top salesman better off staying in the field selling... than floundering in the office
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, struggling to organize and motivate his staff?


Doesn't a terrific teacher do more for her students, herself and the school by staying in the classroom, than spending her time doing paperwork and trying to manage other teachers?


Fortunately, some organizations have seen the light. They do tie greater rewards to greater responsibilities and greater performances within the same role. In fact, some companies, like investment banks, are renown for paying traders and sales people much
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, much more than the people who manage them, simply because, in the eyes of the bank, the traders and sales people generate more value.


Of course, as a "manager's advocate" I would never suggest that managers shouldn't be compensated well, especially given the challenges of managing people.


But to be as productive and profitable as possible, organizations should tie greater pay and rewards to greater responsibilities and performances
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, whatever the role. That way, they'll have people doing and being their best.


So if you're responsible for "promoting" people, I urge you to think twice before promoting your best people into management roles... and out of the jobs they love and do well at.


Instead, consider whether you can enlarge, or give them more challenges in, their current role?


Or, if they've performed exceptionally well, can you give them a bonus or some other special reward to recognize their efforts?


Of course, if you work for someone else, you may be limited in terms of what you can do... but if that's the case, and you're committed to staying with your current employer... it may be time to start a revolution!

If you want to experience luxury in the middle of Mediterranean Sea then Malta is the perfect destination for you. 4 star hotels in Malta are temples of richness and splendor. The facilities they provide and the cuisines they serve are fascinating. A lot of .
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PostPosted: 05 Oct 2019 04:39:07    Post subject: Adv





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