By Stephen Kohn, Vincent O'Connell
It is a significant publication for managers to learn. it really is understandable, concise and jam-packed with worthy knowledge at the human features of management.
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S. He is encouraged to assign his accounts to sales people under his supervision. His responsibilities include motivating these salespeople, supporting their sales efforts and thereby growing system-wide sales revenues. Within a month of Bob’s promotion to Senior Sales Manager, several of his staff approach the Company President, threatening to quit. The problem is Bob and his leadership style. His subordinates report that he is overbearing and someone with whom it is very difficult to 33 34 6 Habits of Highly Effective Bosses interact—“he is an animal,” these staff tell the President.
Consider how the warning signs of management human relations problems apply to your current situation: \ How many of your direct reports have resigned or left the company? What was the quality of your relationship with those who have left? Warning Signs of People Management Problems 45 \ Are openings in your department filled quickly, in response to internal job postings? Or do your openings generate little interest from within the company? \ Are you and the HR staff at your company spending more time than you would like resolving disputes within your team?
The formula makes the connection from self-awareness to greater control of ourselves and ultimately of our ability to have greater influence on others. Taking the time to listen to our “inner voice” may seem self-indulgent—a spiritual exercise better conducted in a religious context or, at least, in our private time outside work. But, in reality, developing an “inner voice” Habit #1: Expanding Self-Awareness 57 that connects you to your emotions and values is a highly important professional development activity.
6 habits of highly effective bosses by Stephen Kohn, Vincent O'Connell