Being the boss comes with a number of responsibilities. Being able to manage a facility and your subordinates properly, is a task that many could not handle and it is also a skill that many, simply do not obtain. I believe a true boss is a reflection of the outcome of the organization. In order to be a manager, you must first know what it means to manage yourself, before taking on the responsibility of managing others. Author Linda A. Hill of Becoming the Boss breaks down to the audience that becoming a manager doesn’t require some chemical conjunction to be mixed and applied to the matters of management, being the boss relies on facing problems that will approach you at ANY given time and your job is to handle those problems. Hill emphasizes
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There are umpteenth decisions, reports, assignments, etc. that needs to be handles by managers and there are a lot of misconceptions out there about what managers are expected to do and about their feelings towards those expectations. One of the myths that author Hill mentions in the article is: Managerial focus: Managing one-on-one “My role is to build relationships with individual subordinates.” (Hill, pg.4). I’m sure some managers are believe that they must gain a personal relationship with their subordinates but, this is not at all true. Being cordial and associative is more than enough attention to rub your subordinates the “right way”. As a manager, I would turn this myth on its head by simply staying group oriented when it comes to letting my subordinates know that I am here for them when they need me. I would make it clear that if they need to bring anything to my attention, I will be on top of the situation as soon as I can. I would implement an energy that bounces from myself on to my team in a rippling affect. That energy would essentially, confirm that I will give attention to everyone on a standardized scale. The other myth that I found to be irrational was the Desired Outcome: Control: “I must get compliance from my subordinates.” (Hill, pg.4). As the author said on page 4, compliance does not mean you will receive commitment. Compliance and commitment are both thing was as managers would …show more content…
Your impression as a manager is like a permanent imprint on who you are and what makes you a ‘good’ or ‘bad’ manager. I personally think that first impressions can be a bunch of cacophony at times, because judging a person’s character at first interaction is a bit unrealistic and can be a bit harsh. I think what some professionals may not understand is that when you are coming in as a new team member, boss, etc., people are going to size you up, the key to diminishing people opinions and assumptions is to have prestigious qualities that will potentially eliminate any judgement or lack of faith in you. Qualities that I would say contributes to credibility would be honesty and self-commitment. If you are as truthful as it gets and you are self-motivated and committed, you really should have a problem leading the flock. You just have to put in the work to gain the trust of your
There are umpteenth decisions, reports, assignments, etc. that needs to be handles by managers and there are a lot of misconceptions out there about what managers are expected to do and about their feelings towards those expectations. One of the myths that author Hill mentions in the article is: Managerial focus: Managing one-on-one “My role is to build relationships with individual subordinates.” (Hill, pg.4). I’m sure some managers are believe that they must gain a personal relationship with their subordinates but, this is not at all true. Being cordial and associative is more than enough attention to rub your subordinates the “right way”. As a manager, I would turn this myth on its head by simply staying group oriented when it comes to letting my subordinates know that I am here for them when they need me. I would make it clear that if they need to bring anything to my attention, I will be on top of the situation as soon as I can. I would implement an energy that bounces from myself on to my team in a rippling affect. That energy would essentially, confirm that I will give attention to everyone on a standardized scale. The other myth that I found to be irrational was the Desired Outcome: Control: “I must get compliance from my subordinates.” (Hill, pg.4). As the author said on page 4, compliance does not mean you will receive commitment. Compliance and commitment are both thing was as managers would …show more content…
Your impression as a manager is like a permanent imprint on who you are and what makes you a ‘good’ or ‘bad’ manager. I personally think that first impressions can be a bunch of cacophony at times, because judging a person’s character at first interaction is a bit unrealistic and can be a bit harsh. I think what some professionals may not understand is that when you are coming in as a new team member, boss, etc., people are going to size you up, the key to diminishing people opinions and assumptions is to have prestigious qualities that will potentially eliminate any judgement or lack of faith in you. Qualities that I would say contributes to credibility would be honesty and self-commitment. If you are as truthful as it gets and you are self-motivated and committed, you really should have a problem leading the flock. You just have to put in the work to gain the trust of your