UN-FAIR “IT COMPANIES” IN MIDDLE EAST

I have worked with several multinational companies round the globe, in which I have found Middle East IT Companies doesn’t play a fair game always. Some of the key factors that makes employee life miserable

1.       Employers or HR Department bend the law and use, as they wish against the employees whenever they require.

2.       Most of the IT company behave like an “Man Power Controlling Company not consulting company”

3.       Most of the Positions starting from “Project Manager and above” are always occupied by “Theoretical (Arrogant-Egoistic-Idiotic) People”.

4.        You can find very little people who have practical field knowledge, who can understand “People Management” can never be learnt from any kind of “Books or Degree”. Most of the management Hitler thinks “learning some Project Management courses will give them the controlling knowledge to become a successful Project Manager.

5.       Most of the IT consulting companies operating in Middle East do not understand what “Over Time” is.

6.        Again they have never heard about “Personnel Time” (Only when it comes to employees)

7.       Most of the management people don’t think employees are “HUMANS” they see & treat them  as DOGS and PIGS most of the time but with the prefix “HABIBI”

8.       Most of the times I see employees working overtime “NO SORRY” – “EXTRA TIME WITH NIL BENEFIT” and being screwed for in-capable project management of their employer, the sad part is even they don’t realize they are treated badly because of what their in-capable management did.

YET WHY DO THEY PROSPER?

Yet still these companies prosper only because of “Closed Market” for international companies. It’s a golden rule through middle east where foreign companies are not allowed to establish their direct roots, only by having a tie up with an local company they can do business in Middle East. This is a good rule obviously to lead the country in the path of development, until the local companies understand they survive and multiply profits because of such generous rules of the government it’s “NOT AT ALL BECAUSE OF THEIR INDEPENDENT PERFORMANCE OF THEIR COMPANY” or “MANAGEMENT CAPABLITY” its common to see these management people praising them self that they were listed as the “TOP COMPANY by so and so survey taken in “MIDDLE EAST”  because of their performance or their companies arrogant rules they have achieved so much.

The bitter truth is, no exprieanced employee will like to work for an Middle East attitued company when they have option.

HERE COMES THE FACT:

Most of the time the Pay in Middle East is good when compared to only “Asia Pacific” market. Hence you can find many Asians coming to take up IT job’s in Middle East (especially Indians). Once you come here and move your family here on your own Risk. People fall in to commitment, this is the trap or called as “FQS – Family Quick Sand” once you get in, getting out is not as simple.  This is one of the key factors which drive the “Arrogant – Don’t Care Attitude towards employees”, the employers they do whatever they want against the employees and still find their employees working for them. They think they do their job in an excellent manner.

Here starts the “Root Cause” for the issue. Most of the management people think it’s only because of their “Arrogant-In-human “behavior their employees are performing well and they never know what’s the real reason behind employees dedicated work. “It’s the family commitments”” that’s prior to most of the Indians that they sacrifice anything in their life including their “SELF-RESPECT”.

The Real Truth is “just to manage and lead a decent life in India, built a house in India, Buy a Car in India, To meet any of the Dad, Mum, Brother, and Sister commitment they digest and subside and lose their self-respect, Ego, Desires and lot more things.

WHY DON’T YOU MOVE THEN?

This is a mysterious question which has some logical reasons

1.       Commitment towards family  (Too many attached strings)

2.       Getting used to on the go (Chopped Off)

3.       Not much better options within the area to switch over

4.       Government Rules are not favorable

These are some of the reasons why they don’t move to another job within the county or outside the country.  What I personally thought! When I was cornered with all the discussed factors was “I did not see one good company what was better than my present employer” to think about a jump. So I decided to be treated bad with few set of people whom I know how to tackle rather than to moving to a different company and starting everything from the scratch.

WHAT COMPANIES HAVE TO LEARN?

This is a golden time for you’re to compete and earn within your market as there are less competitors but more jobs to do. By the way you have an easy atmosphere to survive, at least try! to create the same for your employees, do be so dumb.  

Try to create management leaders form the pool of experienced people you have rather than to hire an arrogant idiotic educated in-human.

Educate your experienced employees and improve their standard in which your returns will be multiplied for sure.

At least once in a month go through different employees of different department to know what they feel about the company and management.

You cannot feed “SHIT” and expect your company grow, if you feed shit as management rules and policy you should expect worse than “Rotten Shit” as the result, not multiplied profits.

First of all, you should come to an attitude to know what you feed on.

Make sure any management policy that has something related to employees has got the approval from employees,  if there will be concerns on policy even from an employee try to address and understand the concern and make necessary changes to the policy if required without any ego.

UNDERSTAND THE BASICS

There can be no consulting company without “responsible and happy employees”. “What is the use of the Management Staff or HR Department” if there will be no employees to work with your company.  

Any IT consulting company that understands to treat their customer as “KINGS” and “EMPLOYEES” as “QUEEN’S” will prosper to great heights un-doubted, there are too many examples for this attitude. One who fails - will fail to proper by all means, if not now, for sure in the near future, by that time everything would have gone out of hands.  

Understand the fact that “It’s your employees who is going to have intimate relationship with your “KING” it’s not your Management Staff or HR Department” , So I believe now you should have a clear understanding over my reference as (KING & QUEEN) and the simple fact that “ Happy Queen will result in Happy King will result with (Good Brokerage) !

Try to treat your employees better, educate your management staff and HR department of the importance of employee happiness is the at most required essence for an “IT consulting” company.

Please understand the basics!

Thanks & Regards,

S.Grace Paul Regan

The three most damaging management behaviors that you probably don't know you're doing

If you want to pursue the management track, please know that leadership is a skill in its own right. You may be a great tech, but that doesn’t mean you’ll be a great manager.

Don't show that you are too busy always because there is nothing called as busy its all priority !

In that vein, here are some behaviors that I see most often in poor leaders:

#1 You don’t seek feedback, or if you do, it’s for the wrong reason.

I think everyone has had the experience of being asked for feedback, sometimes even in a formal program, and then have all that feedback subsequently ignored. Some managers like to say they welcome feedback just so they can look like the kind of person who, well, welcomes feedback. But, in reality, they have no intention of ever using it.


Don’t do that. Don’t ask for feedback unless you’re prepared to actually implement some of it. It’s a different story if all the feedback you receive sucks out loud and you can’t use it, but at least go in with the best intentions. There’s nothing worse for employee morale than to make them feel like they’re being condescended to.


#2 You never exhibit vulnerability.

You may be that person who knows everything about everything. If so, you should make plans to donate yourself to science, because that’s one heck of a claim.

Maybe you’re not perfect, but maybe you think you need to project that image to gain and retain the respect of your direct reports. Well, that’s just dumb, and here’s why: Your staff knows that you’re not supernatural, which is what you’d have to be to have all the answers all the time. By pretending like you do, you are only portraying yourself as someone who thinks he/she knows everything — in other words, a phony and/or an obnoxiously insecure person.


Also, acting like you know it all is bound to make your staff feel insecure. If you can’t admit to not knowing something, then they know that there will be quite a few times when you’re basically taking them down blind avenues.
 

Just remember: You hired your staff members for their expertise. Take advantage of that.


#3 You’re unavailable.

I had a boss once who boasted about his open door policy at every opportunity. The only problem was, the door might have been open but he was never in his office. That’s like saying someone can have the keys to your car any time but then hiding the car.


It is true that with a management role, there is a lot of liaising to do with upper management. You should never let that take over your availability for your team. I’m fairly sure upper management doesn’t need every second of your time.


If you’re chronically unavailable then it will be translated by your team that you just don’t care. And why should they care if you don’t


Some managers get so involved in the day-to-day that they don’t even realize they’re committing one or more of these leadership sins. Make sure you’re not one of them.

I very often find these kind of PM's in my company, no one could educate them unless they realise

Content from : Tech Republic.

Thanks & Regards,
S.Grace Paul Regan

Stop Working More Than 40 Hours a Week

You may think you're getting more accomplished by working longer hours. You're probably wrong.

There's been a flurry of recent coverage praising Sheryl Sandberg, the chief operating officer of Facebook, for leaving the office every day at 5:30 p.m. to be with her kids. Apparently she's been doing this for years, but only recently "came out of the closet," as it were.
What's insane is that Sandberg felt the need to hide the fact, since there's a century of research establishing the undeniable fact that working more than 40 hours per week actually decreases productivity.
In the early 1900s, Ford Motor ran dozens of tests to discover the optimum work hours for worker productivity. They discovered that the "sweet spot" is 40 hours a week–and that, while adding another 20 hours provides a minor increase in productivity, that increase only lasts for three to four weeks, and then turns negative.
Anyone who's spent time in a corporate environment knows that what was true of factory workers a hundred years ago is true of office workers today. People who put in a solid 40 hours a week get more done than those who regularly work 60 or more hours.
The workaholics (and their profoundly misguided management) may think they're accomplishing more than the less fanatical worker, but in every case that I've personally observed, the long hours result in work that must be scrapped or redone.

Accounting for Burnout

What's more, people who consistently work long work weeks get burned out and inevitably start having personal problems that get in the way of getting things done.
I remember a guy in one company I worked for who used the number of divorces in his group as a measure of its productivity. Believe it or not, his top management reportedly considered this a valid metric. What's ironic (but not surprising) is that the group itself accomplished next to nothing.
In fact, now that I think about it, that's probably why he had to trot out such an absurd (and, let's face it, evil) metric.
Proponents of long work weeks often point to the even longer average work weeks in countries like Thailand, Korea, and Pakistan–with the implication that the longer work weeks are creating a competitive advantage.

Europe's Ban on 50-Hour Weeks

However, the facts don't bear this out. In six of the top 10 most competitive countries in the world (Sweden, Finland, Germany, Netherlands, Denmark, and the United Kingdom), it's illegal to demand more than a 48-hour work week. You simply don't see the 50-, 60-, and 70-hour work weeks that have become de rigeur in some parts of the U.S. business world.
If U.S. managers were smart, they'd end this "if you don't come in on Saturday, don't bother coming to work on Sunday" idiocy. If you want employees (salaried or hourly) to get the most done–in the shortest amount of time and on a consistent basis–40 hours a week is just about right.
In other words, nobody should be apologizing for leaving at work at a reasonable hour like 5:30 p.m. In fact, people should be apologizing if they're working too long each week–because it's probably making the team less effective overall.

Content from: Linkedin
Thanks & Regards,
S.Grace Paul Regan

Is Your Boss a Control Freak?

Is your boss a micromanager?

These are managers who want to be involved in every step of each assignment they give to their employees. They ask for more frequent reports than are needed, and generally want to exercise as much control as possible over what their subordinates do. With few exceptions, micromanagement is terrible for the employees as well as the organization. By controlling everything that an employee does, these managers sap away the confidence of younger employees, who may end up feeling that nothing they can do is right. Older employees may get frustrated if they find their style of working and ideas are not welcome. While it’s important to guide your team, you should be wary of micromanagement. “Creativity and discretionary contribution…goes out the window,” says Anuraag Maini, head of human resources and training at Delhi-based DLF Pramerica Life Insurance Co. Ultimately, the output of the team suffers. Here are a few tips from human resources experts on how employees can deal with their micromanagers, and a few words of advice for micromanagers.

If you are being micromanaged: This is a frustrating place to be in, as micromanagers can stymie your growth. Address the reasons why your boss is micromanaging. Typically, it’s because the manager is insecure or anxious about whether you can do the job right. Of course, he may just be a control freak. To deal with this, you need to build confidence in your abilities. One approach is to initially give the manager what he or she wants – the control – but on your terms. “Offer to be micromanaged and then negotiate from a position (where you can) minimize that,” says Manish Sinha, director of human resources at Becton Dickinson India Pvt., a medical technology company in Gurgaon. For instance, when the manager assigns you a project, ask for a specific deadline and initiate a discussion about how the project will be monitored. Offer to update the manager at specific intervals, say once a week, or when specific milestones are reached. Give the manager an outline of how you will proceed on the project. Let the manger know that you will come to him or her in case you hit any roadblocks or major problem.

All this will let the manager feel that he or she is very much in control, and thus hopefully get the manager off your back on a day-to-day basis. Hopefully, over time, as you deliver good results on project after project, the manager will trust your ability to do a good job. “Once you build that confidence, then I think the micromanagement will come down,” says Mrityunjay Srivastava, head of management development group at Wipro Ltd. Some experts suggest a different approach: Have a frank discussion with the manager explaining that his or her day-to-day interference is hurting your ability to deliver performance.

This can be tricky, and may not work if your manager is not open to feedback or has a big ego. If you decide to try this approach, instead of being angry or aggressive, give the manager a solution. For instance, tell the manager that you need a certain period of time to complete a project, and if the result is not up to the manager’s standards, then you are willing to be reviewed more frequently. Also, prove to your manager that his or her growth is dependent on how well you do your job. If you are a micromanager: In general, you are hurting your team’s growth and ultimately your own career prospects. To be sure, there are some cases where micromanagement may be warranted. If it’s a high-impact project or an ambiguous situation like crisis-management where the situation changes often, then perhaps you need to be more hands on. Or, if you are dealing with very young or inexperienced employees, they may need a lot of handholding. Other than that, micromanaging can be suffocating for the employee. “Suffocation leads to an employee feeling that I’m not trusted or that the manager doesn’t see my capability or my manager is very insecure,” says Mr. Maini of DLF Pramerica. This affects team morale, output and innovation dries up. That’s a sure way to disaster. In addition, once you’ve built a reputation in the company of being a micromanager, smart employees will not want to work with you. As soon as you realize that you have been micromanaging, stop. Step back and assess whether everyone in your team needs to be micromanaged.

The answer is that they most likely don’t. If there are employees in whom you don’t have total confidence, start by setting up more frequent progress-review sessions with them for their first few assignments. Maybe team up the inexperienced employee with one that you trust. With more experienced employees who have done a good job in the past, it’s a good idea to let them know that you plan to be more hands-off. Ask them what resources and help they need from you. Set up a review mechanism, but at “a frequency which the employee is very comfortable with,” says Mr. Maini of DLF Pramerica. The review should be of the result or progress, not of each and every thing the employee did to get the results. Old habits die hard, so watch out for your tendency to check in every so often. If needed, stick a large piece of paper on your notice board as a reminder on this. Readers, share your stories and tips of how to deal with a micromanager in the Comments section.

Content From:blogs.wsj.com
Thanks & Regards,
S.Grace Paul Regan

Good Qualities of Remarkable Boss !

Remarkable bosses aren’t great on paper. Great bosses are remarkable based on their actions.

Results are everything—but not the results you might think.

Consistently do these five things and everything else follows. You and your business benefit greatly.

More importantly, so do your employees.

1. Develop every employee. Sure, you can put your primary focus on reaching targets, achieving results, and accomplishing concrete goals—but do that and you put your leadership cart before your achievement horse.

Without great employees, no amount of focus on goals and targets will ever pay off. Employees can only achieve what they are capable of achieving, so it’s your job to help all your employees be more capable so they—and your business—can achieve more.

It's your job to provide the training, mentoring, and opportunities your employees need and deserve. When you do, you transform the relatively boring process of reviewing results and tracking performance into something a lot more meaningful for your employees: Progress, improvement, and personal achievement.

So don’t worry about reaching performance goals. Spend the bulk of your time developing the skills of your employees and achieving goals will be a natural outcome.

Plus it’s a lot more fun.

2. Deal with problems immediately. Nothing kills team morale more quickly than problems that don't get addressed. Interpersonal squabbles, performance issues, feuds between departments... all negatively impact employee motivation and enthusiasm.

And they're distracting, because small problems never go away. Small problems always fester and grow into bigger problems. Plus, when you ignore a problem your employees immediately lose respect for you, and without respect, you can't lead.

Never hope a problem will magically go away, or that someone else will deal with it. Deal with every issue head-on, no matter how small.

3. Rescue your worst employee. Almost every business has at least one employee who has fallen out of grace: Publicly failed to complete a task, lost his cool in a meeting, or just can’t seem to keep up. Over time that employee comes to be seen by his peers—and by you—as a weak link.

While that employee may desperately want to “rehabilitate” himself, it's almost impossible. The weight of team disapproval is too heavy for one person to move.

But it’s not too heavy for you.

Before you remove your weak link from the chain, put your full effort into trying to rescue that person instead. Say, "John, I know you've been struggling but I also know you're trying. Let's find ways together that can get you where you need to be." Express confidence. Be reassuring. Most of all, tell him you'll be there every step of the way.

Don't relax your standards. Just step up the mentoring and coaching you provide.

If that seems like too much work for too little potential outcome, think of it this way. Your remarkable employees don’t need a lot of your time; they’re remarkable because they already have these qualities. If you’re lucky, you can get a few percentage points of extra performance from them. But a struggling employee has tons of upside; rescue him and you make a tremendous difference.

Granted, sometimes it won't work out. When it doesn't, don't worry about it. The effort is its own reward.

And occasionally an employee will succeed—and you will have made a tremendous difference in a person's professional and personal life.

Can’t beat that.

4. Serve others, not yourself. You can get away with being selfish or self-serving once or twice... but that's it.

Never say or do anything that in any way puts you in the spotlight, however briefly. Never congratulate employees and digress for a few moments to discuss what you did.

If it should go without saying, don't say it. Your glory should always be reflected, never direct.

When employees excel, you and your business excel. When your team succeeds, you and your business succeed. When you rescue a struggling employee and they become remarkable, remember they should be congratulated, not you.

You were just doing your job the way a remarkable boss should.

When you consistently act as if you are less important than your employees—and when you never ask employees to do something you don’t do—everyone knows how important you really are.

5. Always remember where you came from. See an autograph seeker blown off by a famous athlete and you might think, “If I was in a similar position I would never do that.”

Oops. Actually, you do. To some of your employees, especially new employees, you are at least slightly famous. You’re in charge. You’re the boss.

That's why an employee who wants to talk about something that seems inconsequential may just want to spend a few moments with you.

When that happens, you have a choice. You can blow the employee off... or you can see the moment for its true importance: A chance to inspire, reassure, motivate, and even give someone hope for greater things in their life. The higher you rise the greater the impact you can make—and the greater your responsibility to make that impact.

In the eyes of his or her employees, a remarkable boss is a star.

Remember where you came from, and be gracious with your stardom.

Post Shared from : Linked-in
Thanks & Regards,
S.Grace Paul Regan

Extraordinary Bosses

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. what they get right ? "Best of the Best" bosses tend to share some common principles.

1. Business is an ecosystem, not a battlefield. Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered. Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.

2. A company is a community, not a machine. Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship." Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control. Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality. Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children. Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds. Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear. Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions. Extraordinary bosses inspire people to see a better future and how they'll be a part of it. As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.

6. Change equals growth, not pain. Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late. Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation. Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees. Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil. Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly. Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

Content From : Inc.com
Thanks & Regards,
S.Grace Paul Regan

Good Qualities of Remarkable Boss !

Remarkable bosses aren’t great on paper. Great bosses are remarkable based on their actions.

Results are everything—but not the results you might think.

Consistently do these five things and everything else follows. You and your business benefit greatly.

More importantly, so do your employees.

1. Develop every employee. Sure, you can put your primary focus on reaching targets, achieving results, and accomplishing concrete goals—but do that and you put your leadership cart before your achievement horse.

Without great employees, no amount of focus on goals and targets will ever pay off. Employees can only achieve what they are capable of achieving, so it’s your job to help all your employees be more capable so they—and your business—can achieve more.

It's your job to provide the training, mentoring, and opportunities your employees need and deserve. When you do, you transform the relatively boring process of reviewing results and tracking performance into something a lot more meaningful for your employees: Progress, improvement, and personal achievement.

So don’t worry about reaching performance goals. Spend the bulk of your time developing the skills of your employees and achieving goals will be a natural outcome.

Plus it’s a lot more fun.

2. Deal with problems immediately. Nothing kills team morale more quickly than problems that don't get addressed. Interpersonal squabbles, performance issues, feuds between departments... all negatively impact employee motivation and enthusiasm.

And they're distracting, because small problems never go away. Small problems always fester and grow into bigger problems. Plus, when you ignore a problem your employees immediately lose respect for you, and without respect, you can't lead.

Never hope a problem will magically go away, or that someone else will deal with it. Deal with every issue head-on, no matter how small.

3. Rescue your worst employee. Almost every business has at least one employee who has fallen out of grace: Publicly failed to complete a task, lost his cool in a meeting, or just can’t seem to keep up. Over time that employee comes to be seen by his peers—and by you—as a weak link.

While that employee may desperately want to “rehabilitate” himself, it's almost impossible. The weight of team disapproval is too heavy for one person to move.

But it’s not too heavy for you.

Before you remove your weak link from the chain, put your full effort into trying to rescue that person instead. Say, "John, I know you've been struggling but I also know you're trying. Let's find ways together that can get you where you need to be." Express confidence. Be reassuring. Most of all, tell him you'll be there every step of the way.

Don't relax your standards. Just step up the mentoring and coaching you provide.

If that seems like too much work for too little potential outcome, think of it this way. Your remarkable employees don’t need a lot of your time; they’re remarkable because they already have these qualities. If you’re lucky, you can get a few percentage points of extra performance from them. But a struggling employee has tons of upside; rescue him and you make a tremendous difference.

Granted, sometimes it won't work out. When it doesn't, don't worry about it. The effort is its own reward.

And occasionally an employee will succeed—and you will have made a tremendous difference in a person's professional and personal life.

Can’t beat that.

4. Serve others, not yourself. You can get away with being selfish or self-serving once or twice... but that's it.

Never say or do anything that in any way puts you in the spotlight, however briefly. Never congratulate employees and digress for a few moments to discuss what you did.

If it should go without saying, don't say it. Your glory should always be reflected, never direct.

When employees excel, you and your business excel. When your team succeeds, you and your business succeed. When you rescue a struggling employee and they become remarkable, remember they should be congratulated, not you.

You were just doing your job the way a remarkable boss should.

When you consistently act as if you are less important than your employees—and when you never ask employees to do something you don’t do—everyone knows how important you really are.

5. Always remember where you came from. See an autograph seeker blown off by a famous athlete and you might think, “If I was in a similar position I would never do that.”

Oops. Actually, you do. To some of your employees, especially new employees, you are at least slightly famous. You’re in charge. You’re the boss.

That's why an employee who wants to talk about something that seems inconsequential may just want to spend a few moments with you.

When that happens, you have a choice. You can blow the employee off... or you can see the moment for its true importance: A chance to inspire, reassure, motivate, and even give someone hope for greater things in their life. The higher you rise the greater the impact you can make—and the greater your responsibility to make that impact.

In the eyes of his or her employees, a remarkable boss is a star.

Remember where you came from, and be gracious with your stardom.

Post Shared from : Linked-in
Thanks & Regards,
S.Grace Paul Regan

Top Executive Recruiters Agree There Are Only Three True Job Interview Questions

The only three true job interview questions are:

1. Can you do the job?
2. Will you love the job?
3. Can we tolerate working with you?

That’s it. Those three. Think back, every question you’ve ever posed to others or had asked of you in a job interview is a subset of a deeper in-depth follow-up to one of these three key questions. Each question potentially may be asked using different words, but every question, however it is phrased, is just a variation on one of these topics: Strengths, Motivation, and Fit.

The Last Question has a great impact. Unless a person by himself realizes that he is an irritating idiot no one can save you when you recruit such kind of person.
He can do his job as well as he loves his job but at end of the day everyone in your Team are irritated by his mannerisms and the method of approach, now what’s the point of recruiting him.
I have personal experience recruiting such guys, Thy do their job but spoils everyone else.
These kinds of people should make a self-study of them self and see why do most of the employees in my new Organization hate me and if they have the attitude to adapt to the new surrounding it’s good. Every ones peace of mind is saved if not your project will become a hell and you will fine nice good old resources moving from your project or becoming less productive.
Why are these people intolerable? It’s simply because of their attitude. They think behaving and trying to act smart will help me win people. But the fact they forget is they are trying to act smart in front of people who have already seen real smart people and people who are trying to act smart and really most of the people hate people who try to act smart, when they are really a dumb ass, the main problem is when you will have to manage those people in your day to day job or maybe he becomes your associate.

Dear friends be cautious when you recruit a person who acts smart, it’s difficult to find at the time of interview if his is acting to be smart or really smart but at times people who act to be smart expose themselves at the time of interview, in such scenario be cautions to find those.

Thanks & Regards,
S.Grace Paul Regan