Some top mistakes made by people that command leadership.

Lack of training and or experience.

When did it say that once you receive that gold badge with the title of "Manager" it went under the assumption that you knew it all.  Many people are thrust into that position not knowing what to do.  Often times in your career there will come a time that you know more or have more experience than the person leading the group.  Management should not ever stop training.

Lack of employee appreciation.

In hospitality, for example there are three main cost.  Food, beverage, and labor.  The  most expensive is the recruitment, the training, and the retention of all employees.  This falls squarely on the management of any operation.  Managers should try to hire an employee for the long term.  Productivity from said employee will not be seen for weeks if not longer.Managers must find employees doing something right.  Praise in front of others, reprimand in private.

Lack of effective communication.

Just because a manager said it, doesn't mean it was passed to all concerned, and if so, understood. Managers  must make an effort to ask question concerning directions given.  If not understood explain again or find someone who can.  Often times we forget the barrieres to this communication.  Language, background, work experience, education; these are but a few reasons why a given message could have a totally different interpretation. 

Lack of compensation, upward mobility, and timely reviews.

Today's economic conditions have made it impossible to hold mid-level management employment  consistent.  Industry trends show that these jobs are all but extinct.  Upward mobility must take large steps within a corporation, often times due to the elimination of said positions.  Without title changes, compensation is not justified.  Corporations can barely keep up with a cost of living raise and when possible, to those select few.  The majority of staff is just happy to keep their jobs.  Reviews are just another way to say no, and are usually based on the last good or bad thing a manager remembers about you in the past month.  Think about it..you manage 75 people, some you don't even know by name, but you hold their employment fate in your hands.  All reviews are due tomorrow.   Sound fair.

If you've been jumping from one company to another and have worked with more than one manager, the following are your guides in determining the manager who will likely influence your future management style:

1. Boss that you considered the most evil.
2. Boss that worked with you the longest time.
3. Boss that you considered the nicest.
4. Boss that you fell in love with.
5. Your most recent boss.
6. Boss that considered you as his master slave.
7. Boss that stole your creative ideas and get sole credit for it.
8. Boss that recognized and appreciated your ideas but never recommended you for promotion.
9. Boss that recognized you have a low salary but never gave you salary adjustment.
10. Boss that you considered stupid.

Have you experienced working with any of these types of managers? If yes, who among them strikes you the most? Try comparing it with your current management style and you might be surprise because you have  probably duplicated his or her management style.

• Ask colleagues and other people in your department what the standard procedure usually is for evaluations and raises," says Babcock. Keep a running list of your accomplishments and contributions, and log on to websites like monster.com, salarydirectory.com, carrerjournal.com, or wageweb.com to get an idea of the salary range for the type of job you have. When it comes time for your next review, you'll be prepared.
  Talk the talk.
  

"Negotiation is a skill," says Babcock

• "The more you practice, the better you'll get at it." If you're nervous, start small by negotiating outside the office. For instance, the next time you're at the farmers' market, ask a vendor if he'll give you a price break on the strawberry you're buying-say something like "If I buy three quarts, can you sell them all to me for $10, instead of $4 each?"
  Aim high-then higher.
  

Figure Out Your Ideal Raise

•  Figure out what your ideal raise would be-then tack on a few percentage points. Think 5 percent is reasonable? Propose 7 percent or 8 percent, since your boss is likely to meet you in the middle.
  

Determine your alternatives.

• Before you speak with your boss, think about what will happen if you don't get what you want. Will you look for another job? Will you stick with the status quo? Most important, what else would keep you happy where you are? The answer is your BATNA-the best alternative to a negotiated agreement-and the more you flesh it out, considering all of your alternatives, the more bargaining power you will possess. "If your boss says no to a raise, see if there's something else she can offer, like a few days a month of telecommuting or an extra week of vacation a year," suggests Babcock.
  Toughen up.
  
• A denial isn't personal. Wash, rinse, and repeat this statement until you believe it. When you're not afraid of hearing "no," there won't be any questions you're too timid to ask.

 

 

No one wants to work for a boss who spends their management time being negative about staff, even if they're being negative about someone else. All staff like to feel as though they're important, and that they're doing a worthwhile job. Don't prefer one staff member over another; it only causes friction.

A Boss Who Listens Will Be Listened To

There's nothing more frustrating to staff than to feel that the boss never listens. Make sure you give people your full (not distracted) attention, and don't brush them off. Whether they have a good idea or only a passable one, at least give them the privilege of being heard.

Sometimes the Employee will Be Better Suited for a Different Job

My own boss has a good theory: he employs staff on the basis of their talent rather than their aptitude for a particular job. He lets them grow into their work, and lets the job evolve around them. This may mean shifting how the job was initially visualised, but it will be profitable in the long run.

Don't Insist that Employees Work Through their Breaks

Sometimes whether an employee gets their break at the right time or not makes all the difference to the rest of their day. Certainly there are jobs where flexibility on the part of staff is necessary, but even in such jobs, remember it's essential for staff to have time to themselves away from the job at regular intervals.

Keep in Touch With the Staff

Make sure staff are really sure where a project is going. Don't assume. It's better to have, or give, more feedback early in the piece than to have disasters through lack of communication later on. And never berate staff in front of others. It makes them feel like a pupil bawled out in front of the class.

Be Honest About Where Things are At

If staff hear rumours, have to listen to gossip, get misinformation, stresses will arise. Better to keep staff informed as much as possible rather than have them acting on the basis of hearsay. And always be honest to an employee's face.

Hard Work Deserves Rewards

One employer of a large breakfast cereal firm in New Zealand took all his Pacific Island employees home to their native island for a holiday as a reward for a good year's work. While that might seem extreme, there are plenty of other opportunities to give employees a treat, such as taking them out for a meal, or giving them tickets to a game.

Don't Stint on Technology

Employees should be able to expect up-to-date equipment in an office: laptops, notebooks, broadband and the like. They can work faster and more smoothly if they have the right equipment. Stinting on technology will not only make you seem miserly, if will produce poor performance on behalf of the staff.

Carrots aren't Just for Donkeys

Everybody likes to have a reward for achieving. Employee of the Month awards, small bonuses (and large) and other motivations might sometimes seem like bribes, but they work. People enjoy working towards something, and there's nothing better than having your face up on the notice board as best employee, or seeing an email go round the office saying you've just achieved the best stats for a quarter.

Praise Never Goes Amiss

While you should never demean people in front of others, you should frequently praise them in front of their fellow-employees. It doesn't have to be over-the-top, and it always should be genuine. Praise is one of the great encouragements employees can receive.

These ten points seem obvious and even well-known, but it's surprising how many employers forget them in the day-to-day running of a business.

Job hunting is not easy, especially in the current economy. Dozens of people compete for the job you are aspiring for. Your application and references open the door, but face-to face interviews make or break you. According to S. Barnes, here's what you say when the interviewer asks…

1. What do you think this job involves?

   Answer:

   “I understand you need someone who has a thorough knowledge of word processing and spread sheets. Since I'd work in the branch office with two other people, I imagine you need someone who is versatile enough to fill in with answering phones and waiting on customers.

2. Do you perform better alone or as a team player?

   Answer:

   “I enjoy being part of a team. Working with colleagues to achieve common goals is one of my new strong points. However, I'm also a self starter, and I'm equally at ease accomplishing assignments on my own.”

3. What did you dislike most about your last job?

   Answer:

   “My last job was satisfying in many respects, but it didn't give me enough challenges or opportunities to grow in my career.”

4. What problems did you solved in your last job?

   Answer:

   “I enjoy solving problems but I'm even better in preventing them.”

5. What kind of supervisor do you prefer?

   Answer:

   “I work well with most personality types. My favorite supervisors expected me to work independently under their direction. I appreciate a boss who knows I will use good judgment when it's appropriate to make my own decisions and when I need input from a superior.”

6. 6. What is your greatest weakness?

   Answer:

   “My computer skills meet the requirements of this job, but I'd like to be more proficient. I've signed up for an intermediate level class at the junior college to help enhance my knowledge.”

7. What occupies your time off the job?

   Answer:

   “A balance life is important to me, so I work hard at maintaining good relations with family and friends and involving myself with community events. I find it makes me a better employee when I successfully achieve that kind of harmony in my life.”

8. How would you get ahead of this organization?

   Answer:

   “I'd like to know more about career ladders in the company and the kinds of additional education, skills, and experience you expect before an employee is promoted. I understand I would need to prove my capabilities and value to the company before I could be promoted.”

9. 9. How long would you commit to this job?

   Answer:

   “If you offer this job to me, I intend to stay with the company. Ideally, I'd like to remain until I retire. My career is important, and it's possible that a different challenge might make me leave at some time in the future. Right now I'd be happy to commit to doing an excellent job for you as long as we're both satisfied with my performance.”

10. What are your salary requirements?

    Answer:

    “I'd be interested to know what your company pays for positions which require my qualifications. Naturally, I'd like a salary that compensates me for my skills and the effort I put into the job but I'm willing to negotiate a figure that would be acceptable to both of us.”

Remember that most interview questions are directed to see if you have the ability and the desire to do the work and if you can get along with other people.

Even if you are not ready to sell your business just yet, you still need to keep close tabs on how much it is worth on the market, if not just to measure how far your business has grown. These are a couple of tips that will help you increase the value of your business without costing you an arm and a leg.

Maintain Proper Financial Records

Make sure that you have a proper financial and administration management process within your business. Ensure that all financial transactions within your business are recorded and that the business has a monthly set of management accounts on record

Register Your Business With Relevant Authorities

Ensure that you are registered with all the relevant authorities that govern your business e.g Taxes, company registrar, annual returns, worker's compensation fund, levies, health and safety etc

Keep A Clean Bank Record

As difficult as it may seem, especially when you are starting out, you need to maintain a clean record with your bank. Do not issue checks if there is no money in the account, rather negotiate further credit terms from your creditors.

Be Adequately Insured

Make sure that you are adequately insured personally and as business, especially if you are the key person in the business and most of the proprietary business information rests with you.

Build Your Balance Sheet

As you grow the business, build your business' balance sheet in terms of assets. If you can buy the premises that you do business out of rather than lease. Deposit spare cash (if there is any) in such instruments as call accounts, deposit accounts etc. Always be on the look out for short to medium investments that you can invest in should you have “spare” cash.

Hire Good People

Always hire good people even if they cost you a bit more than your typical average employee.

These tips will enhance the value of your business significantly if you follow them religiously and again they do not cost much. Also remember to pay always pay your taxes.

1. Err on the Side of Overdressing

   This means, look a little bit more dressed up than you think you should. A potential employer wants to see that you care about this job. By dressing up, you let the interviewer know that you will put your best foot forward at every step in your career. Guys: wear a shirt and tie, and perhaps a jacket. Girls, wear a long skirt and a blouse, or a suit. Keep it conservative and simple. You will have plenty of opportunities to show off your fashion sense after you've been hired!

2. Do Not Wear Perfume or Cologne

   This is not a date! You never know when your favorite scent is offensive to someone else's nose. You don't want to be considered a bad candidate just because the interviewer is distracted by your smell.

   Wear your Best Shoes

   Guys: polish them. Girls: wear flats that are clean and conservative. This is a small detail than might go unnoticed, but if your potential employer sees dingy or scuffed shoes, he or she will wonder what other details you'll neglect if you are hired.

3. Leave your Briefcase, Purse, or Bag at Home

   You want to be a clean slate, ready to take on all the terrific new tasks this job will throw your way. Don't make your interviewer wonder what sort of baggage you're about to bring into the job. Even if it's subconscious, your interviewer will see your luggage as a potential distraction.

4. Look Handsome/Pretty

    Say what you will about the social implications but it's a fact that attractive people get more job offers than unattractive people. Try to look your most attractive. Do NOT go for sex appeal. DO have a clean shave if you're a guy, wear make-up if you're a girl, and smile!

Define Your Parameters

Do you want a top job - anywhere? Or are you keen to be the CEO where you are now?

The answer to this will guide your efforts; though it doesn't alter the strategy you still need to follow the plan.

Ask For The Job

Let your boss know you want their job!

Now, you need to be reasonably diplomatic here. “Boss, one day when you retire, I'd like to continue your good work” or “When you get the promotion you so obviously deserve, I'd love the chance to step into your shoes with you as my mentor” are good examples, if a little bit too close to being a lickspittle. If your preferred approach is “I'll have your job in six months, you slacker”, then perhaps you need to brush up on your diplomatic skills.

Get your boss interested in helping you to be just like them. The aim is be given every opportunity to acquire the skills and profile to become the anointed successor.

Of course, the skills you pick up are just as useful somewhere else.

Broaden Yourself

Many CEOs come though either an accounting function or a sales function, which really does not wholly prepare one for a broad role. If you're a dynamic Sales and Marketing Manager and don't want some bean-counter of a CFO taking the job you deserve, find out about what she actually does. If you're a talented and cautious CFO and don't want that cowboy over in Sales to get above you in the pecking order, spend some time in sales and marketing.

Get some empathy with other divisions, and become the most well-rounded candidate.

Keep Your Resumé Polished

You never know when you might need your resumé. You might get asked for it at a function, and you're an hour away from a four week overseas holiday.

Every time you do a short course, add it that night (You can always take some off). And get it out once a month and make sure it's AOK and ready to roll.

Show Leadership

There are many opportunities to show leadership. Volunteer to be on interdepartmental committees. Take opportunities to represent the firm on industry association boards. It's great exposure, and dovetails nicely with the next point.

Know The Industry

Have you ever noticed that at the bottom rungs, your competitors are fierce enemies - you'd never be seen in the same room with them - whereas in the upper echelons, the CEOs all know each other and catch up at industry functions and business meetings?

Get out there amongst it. Meet your competitors. In many industries, you could end up working alongside some of these people somewhere, sometime, and you might find out that they are not the devil incarnate as you had previously thought.

Educate Yourself

Take every opportunity to broaden your education. If your firm offers support, take it with both hands. An MBA still carries a lot of weight, but decide for yourself on something that both interests you and is career building.

.

Add Specific Strategies

Some industries have specific strategies that help. If you are in a business that relies on networking, network like crazy. If you are in academia, write a book. Look at what the CEOs in your field have done, and add relevant ideas into your plan.

Following this plan will raise your profile - which carries its own challenges - and get you on the path to where you want to be.

But don't be dismayed. Even as Stupid Boss (SB), you can still be successful at motivating your staff. Here are five simple steps you can follow so that your intellectually superior staff will still respect you and help you run your organization as a lean, mean, efficient machine.

1. Don't pretend to understand

   Stupid Boss syndrome inherently causes you to always want to appear right or at least in the know. This is seriously frowned upon by all employees who possess any sort of intelligence greater than that of an amoeba. At times when Intelligent Employee (IE) is trying to explain something to you, if you don't understand, then say so. Each time you admit that you're a dumbass IE will respect you a little bit more. This is because even though IE thinks you're a dumbass, it takes a really big dumbass to be able to admit it. And by admitting it, you are taking the first step towards recovery. And that's what everyone wants to see - you acknowledging that you're a really big dumbass, aren't afraid to admit it, and are willing to ask questions so that the IEs around you can help you understand.

2. Don't volunteer for stuff without checking with the IEs first.

   I know that this probably sounds a little backwards; that the boss should be asking the employee first before volunteering the department for things. But Stupid Boss syndrome means that you don't have the intellectual capacity to decide whether or not it is a good idea for you to make that decision. You don't actually know whether or not you should accept a particular action because you don't really know whether or not anyone in your group can do it.
   
   Stupid Boss syndrome usually causes you to volunteer for everything because you want to be helpful. But it would be better if you understood the mandate of your position. Your job is not to be helpful, but to be functional. You're no use to anyone if you volunteer to do stuff that neither you nor your organization can do (be it your group doesn't have the jurisdiction to do it, or no one is able to do it because of skill level, or work load, etc). If you volunteer for stuff, commit to deadlines, and cause other people to commit to downstream deadlines based on your commitments, and then you fail to meet your commitments, obviously you're not being helpful. Volunteering for stuff without thinking is not helpful. You're no use to anyone if you're not functional. So stop doing it.

3. Listen more and talk less.

   This is one of those sit down, shut-up, and listen moments. Basically, you need to come to terms with the fact that you're stupid. This doesn't mean that you never get to say anything. But it does mean that you need to do a lot more listening than talking. And that also means don't cut people off when they're talking to you, because you're an SB which means that even if you think you know what they're going to say, you don't.

4. Share information.

   As the boss, you will always get a lot of pertinent information that your IEs don't get. This information isn't any sort of technical or substantial information regarding the theories of what they do, but often it is important managerial decisions that have been made higher up. It gets to you and if you want your team of IEs to do a sensational job, then you need to share this stuff with them. You're a Stupid Boss, so you really can't afford to hoard information. If you do, all you've done is set your staff up for failure. If they fail, then your whole organization looks bad, your staff get beat up by customers, and your staff and customers respect you even less than before.

5. Know your place.

   As a SB, your place is away from the work. You were hired to make decisions and organize. So, you need to understand how to delegate work properly, how to manage an even workload for your staff, and rely on the expertise and intelligence of your staff to help you make your decisions. That is your place. It is not your place to do the actual work. You'll just muck it up, make everyone look bad, and create unnecessary, redundant work for an IE who is going to end up resenting your stupidity and your meddling. It's also your job to shield your IEs from externals. So if a customer is unhappy (regardless of whether or not they have a legitimate reason) you should be shielding your IE from the lashings. You can lash them yourself behind the closed doors of your office, but you do not allow anyone to beat up your staff.
   
   If you stick up for them, they will work harder to make you look good and they will respect you. If you leave them out there to hang and dry, not only will they still not respect you, but they'll also start to hate you. And if they can manage to ditch their work ethic somewhere with their anger, they'll also stop trying to make you look good. That's pretty career-limiting for you, so you need to really think about it.

Ultimately, it's important to know that regardless of what type of boss you are, your staff are there to accomplish something and make you (and the rest of the department) look good. As long as you acknowledge the expertise where it is, and clearly understand your role as boss, you can still be stupid yet manage a great team. The last thing you'd ever want to be is just stupid.