Bloggy Business Today

Individuals coming from different walks of life have to make decisions during the course of their daily endeavors.  Anyone from these individuals who has to make decisions cannot escape the tension, the emotional strain involved nor they can “just play it safe” by avoiding decision.  Inability to cope with the basic fact of life has prevented many people short of their real potential.

Every individual must have strength in wagering on their ideas, to courageously take the calculated risk, and be bold in taking the necessary action.  During the course of everyday living, people are encouraged to be highly spirited in order to be transformed and bring happiness in life..

The basic requirement in making a sound decision is a certain amount of courage.  Once the decision is made – let the fiendish person take the hindermost.  Effective leaders cannot bother themselves sick about the possible adverse result of every action they take.  It ever they do, they had to be better off taking orders from somebody else.

Every good executives or managers are very much aware that they have to make decisions, whether the decision is precise or wrong.  So these leaders equip themselves with adequate knowledge to be able to make decision with great expectation that a good percentage will generate positive result.  These leaders cannot afford to pace the floor every night worrying whether some of the decisions they made during the course of fulfilling their tasks might turn-out wrong.  These leaders know they are bound to make some mistake but they have the courage to face and correct their mistakes immediately.

Any business entity would resolve to hiring qualified people with good background and experience.  Some entities process the hiring by giving series of tests, through evaluations and ratings.  For some, they prefer promoting people from within the organization than hiring new ones.

Whether an employee is picked by intuition or by formal assessment, there are some people who get selected for favored treatment.  Promoting an employee however, can cause conflicts and maybe difficult to handle.

Considering the said issues, any subordinate can still be given the opportunity to grow and be promoted as a continuing office practice.  The upgrading system from within the organization also creates a highly-spirited working environment because of strong competition among employees.  But there is the need to minimize the risk of special treatment for favored candidate for promotion and this can be done through the following suggestions.

1.)    Selection of employees to be promoted must be done fairly, bearing in mind of the company’s requirements and qualifications in the selection process.

2.)    Be honest and frank when there is someone given special treatment and ensure that the candidate is willing to accept the job and the responsibilities attached to it.

3.)    Do not forget that there are other capable high-performing subordinates that can be tapped for upgrading or promotion.

4.)     Favoritism can only be acceptable when the favored candidate has the qualities everyone in the organization will recognize as desirable and deserving promotable status as a clear cause for advancement.

Selecting favored employees for promotion entails a lot of well thought decision to avoid risking ones credibility in judgement.

So much have been written regarding profiles of successful managers.  This time, how about having some observations about the profile of a manager in trouble? Find out if there is anyone in your organization.

• He fights change.  He struggles to maintain the status quo, defending what is, and opposing the new.
• He becomes defensive.  He is insecure and sarcastic.  He does not want to be questioned or challenged.
• He is not flexible.  He will not bend.  He is incapable of compromise.  He is impractical and unrealistic.
• He has no team spirit.  He wants everything done by himself, with no suggestion, no criticism and no help.
• He has personal problems.  He has a secret problem about which he will not say anything.
• He will not take a risk.  Suggesting a new product or a new system is a hazard too great to bear.
• He is without imagination.  He cannot or will not think creatively.  He cannot see beyond his nose.
• He is not organized.  He makes himself appear so busy but end up achieving nothing.
• He easily gets angry.  He fails to exercise emotional control.
• He usually passes the buck.  He will not accept responsibility.  Everybody and everything is the culprit.
• He has poor understanding of people.  He lacks the ability to listen to others.  He cannot be sympathetic, and therefore, is rarely kind.
• He is visibly lazy.  He feels secure, confident of his company to carry him for the rest of the time.

Nowadays, there are still executives who are not capable of being flexible. They take their management style as they employ themselves from company to company, regardless of the unspoken “corporate culture and working values” or the way the employees want to be managed.

The following are some of the most common type of management of inflexible executives:

The Prohibitive Procrastinators – The type of management where an executive commonly believe that, “doing nothing means making no mistake”. Executives who must compete with a wide range of organizational interests often adopt this attitude as means of retaining their jobs.

The Abdicator – In this type of management, the executive relinquishes his authority to his subordinates and do not want to know what, those who assume it, are doing.

The Custodian – The executive is a nervous type. For him, opportunity and risk are wicked handmaidens.

The Cheerleader – In this management type, the executive believes that favorable results are to be followed by a pep talk. But subordinates become immune to motivations in the absence of the necessary training and other development programs for better performance.

The Benevolent Despot – The executive is convinced that there are jobs for those who work for him. What the subordinates need to do is to remain loyal.

The Bureaucrat – The executive communicates only by memo. When he works in a basically immutable field, he should do fine. If technological change is on the way, he may be threatened.

The best manager realizes that no approach will fit all personnel or organizational predicaments. He is responsible and able to encounter possible predicaments by changing styles when one won’t work.

Dr. Roger W. Birkman, a writer contributor at Houston Business Journal, revealed about the common traits in every successful executive which could lead to an exemplary performance.

The need for Authority. A respectable manager needs authority as a tool in order to accomplish objectives. His management style is consultative or participative, rather than authoritative. He has thorough knowledge about the goals and objectives of the company. He shares authority with co-workers who can help produce favorable and acceptable results.

The need for a Purpose. A good manager looks for challenges and may sometime create the challenges because he feels success and victory when he overcomes them. He has an idea of risk and avoids situations where he cannot make definitive decisions. Because of this, he seldom commits serious mistakes.

The ability to Delegate. The successful manager’s satisfaction and fulfillment comes from getting things done through other people, compared to less successful manager whose satisfaction come from being able to manipulate people and persuade them base on his point of view which could later complicate decisions and unfavorable reflection among people he leads.

The ability to Empathize without getting involved. The studies show that the more successful executive’s good human nature leaves him open to natural emotions when and if they are appropriate, but he copes with these with exception with successful result, whereas the reaction of the less successful executive is to recognize but to detach himself from such emotions in a much difficult manner.