By Jonathan Gifford

It's very effortless to be a profitable chief. All you wish is the aura of a hero; the knowledge of a thinker; the imaginative and prescient of a seer; the interpersonal talents of a diplomat; the reminiscence of an elephant; the stamina and health of an athlete; the integrity of a pass judgement on; the presentation talents of an actor; the humility of a saint; the arrogance of a political candidate . . . a technique to determine the key of profitable management is to invite nice leaders what they suspect are crucial issues that they do of their personal existence that experience ended in their good fortune. a hundred nice management principles analyses the writings, interviews and released statements of over a hundred thirty recognized leaders to work out what they suspect are the main elements in their management leaders comparable to Jack Welch, Louis Gerstner, Richard Branson, Lee Iacocca, Mukesh Ambani, Irene Rosenfeld, Alan Sugar, Steve Jobs, Anne Mulcahy, invoice Gates, Bhaskar Bhat, David Packard, Andrea Jung, John Chen, Andrew Grove, Fred Smith, Nancy Snyder, Narayana Murthy, Reuben Mark and Wu Xiaobing, to call a couple of. all of the a hundred rules is just and compellingly offered and by way of a concise summation of ways those rules should be utilized in perform. each profitable chief wishes sturdy rules. This booklet finds what today's nice leaders think are an important a hundred management rules.

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1 2 3 4 5 Why? _____________________________________________________________________ Put yourself in your mentee’s shoes, which number do you think he would choose? 1 2 3 4 5 Why? ______________________________________________________________________ (continued) 26 The Mentoring Advantage 4. Do you feel you are getting out of the mentoring relationship what you expected? Yes No If no, explain why: __________________________________________________________________________ __________________________________________________________________________ 5.

This will backfire not only on you but also on your protégé. Your feedback won’t be respected by those whose help your protégé needs, and your protégé will neither learn under your mentorship nor get opportunities from others. Why do some managers give praise whether it has been earned or not? Some executives and managers feel that their supervisory responsibility includes acting as public relations representative for their team. They believe that as long as the group seems happy, the organization will believe that the Being a Role Model, Broker, and Advocate 37 department or division is running smoothly.

Likewise, you will think of your mentee as someone who is easily coached, who is a pleasure to work with, and who will be a professional success with your assistance. If the mentee shows a willingness to lend a hand when you need it, your mentee will be someone you can’t praise enough—a paragon of virtues. These positive feelings will coincide with positive expectations on both sides. You will offer the development opportunities your mentee needs, and your mentee will increasingly look to you for guidance and support.

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