Leaders or Manager and discover your talents!

Kele Gabor

• Publisher: Huba Toth Books
• Year: 2021
• ISBN:
  9781955403092
• Edition: 1
• Topic: Business
• Subtopic: Business General
• Index: Business

The tremendous lesson learned from " LEADERS! or MANAGERS? And Discover Your Talents" is valuable advice and useful insights for all that is around us if you are just willing to observe.

When you look at leadership as a natural ability, you won't just improve your company but also make life better for the people you lead, including management.

This is a great book for leaders and managers in a business and technology landscape marked by constant change and continuous growth. Gabor offers an important insight into the difference between management and leadership as well as the similarities and why in many cases managers don't necessarily make great leaders and vice versa.

This is a very insightful and original viewpoint that is rarely discussed.

Hiring

My success I directly attributed to my teams, people I worked with and of course, including my secretaries. I was very lucky in hiring very good engineers, programmers, system administrators, and others. Our success I attributed to my previous experiences I had with employees given to me by my superiors or taking another manager’s job with employees already in place.

In one particular situation I was exposed to a new, unwanted fix which resulted to be the most useful experience for me on how to build productive teams. This is what the Chinese call, “Setbacks just provide you new opportunities to excel.”

At a company with over 300 thousand employees world-wide, my director gave me all the “troublesome” engineers (considered lazy, complainers, unhappy, dissatisfied, stubborn, argumentative) to get a new project started. I knew that my boss wasn’t fond of me and this action proved it.

I was seriously considering changing jobs, but good fortune was on my side.

During my work at this company I volunteered and helped gifted students at the local high schools to find and develop their talents and improve their skills. One of my students I was mentoring insisted on me meeting his favorite teacher. The only time we could get together was after his lecture given after school hours to other teachers and parents, which very few attended. Luckily, I went, listened and learned a great deal about a new management tool to help improve productivity in students or employees that my earlier management training had not provided.

Using what I had learned during his presentation, I was able to make my raggedy team a top producer. I wish I knew who came up with the chart and methodology on how to make people more productive since that person(s) deserves a lot of credit. Below I summarize the process.

The entire process is based on the fact that one cannot change an individual’s personality but one can change the person’s behavior, especially with some authority or earned respect!

BEHAVIOR KEY TABLE

The table above is centered on Behavior Keys in the middle, the left top block is relating to Constructive Behavior and the right side to Destructive Behavior. Both sides divide into two types: Active and Passive behaviors.

There also must be a good balance between Encouragement and Expectations for the Individual to be a Productive High Performer and the result of Low Expectations and Discouragement that typically put people on the Destructive side. A manager, teacher or parent can only change an individual’s behavior while they are in active status. Therefore, managers, teachers, and people with authority, respect or rank must move the person from passive to active mode before their behavior can be changed for the better.

There are many important points for management to keep in mind while dealing with problem employees.

1. Behavior cannot be equated to ability! Example; unproductive and difficult employees may be very talented but unchallenging work assignments can make them feel belittled and they might become difficult to handle.

2. Expectation far exceeding ability is discouragement. If you assign jobs to do, for which person is unqualified, then this will make the person discouraged by showing some form of negative behavior.

3. Low expectations are destructive.

4. One can move a Constructive High Performer to a Destructive Troublemaker in one minute, but the reverse path takes much longer.

5. One must move the person from passive to active state before one can change the behavior.

Important steps for improving behavior and performance:

1. Identify and accept beha...

Table of contents

• Cover
• Title
• Copyright
• Contents
• Prologue
• Introduction
• Leadership
• Good Leadership
• Observations on Using the Frm Feedback Loop
• Putting Good Leadership to Work
• Company or Organization Failures
• Hiring
• Firing
• Teamwork and Performance
• Team Building and Teamwork
• Meetings
• Managing People
• Industry vs. State Government Operation
• Managers or Leaders
• Technical Background
• Conclusions
• Epilogue
• Appendix
• ADDENDUM
• Introduction
• What this Booklet is About
• How to Start
• How to Complete this Exercise
• Helpful Information
• Endnotes