Business and Money Tips

I love unconventional management: the management ways that only those people that never study management do.  People like Larry Page, Steve Jobs, Mark Zuckerberg and Sergey Brin all never went to MBA school, they are just computer nerds that know nothing other than computer programming.  Yet the companies that they lead - Google, Facebook and Apple - are one of the world's most admired employers. Indeed unconventional management leads to unconventional profits.  The 7 areas of unconventional management includes: Never hire the best people available in the market , hire the best not yet available in the market. Only in this way can you grab talents before your competitors. Never hire people that look for a job, hire people when they're still in schools or never think of changing jobs Smart creative people are what a company needs, not just smart people.  People are creative when they do things in their own ways even when they're not left alone . Some people called th

Some managers are plain 'lazy', they work less than others and yet get more done with less.  Interviews with successful managers (when they come for our management courses ) reveal the following 5 secrets: 1. They focus on Results, not just on Processes and Working Hard. One of my coaching manager client who was very focused on complying with the procedures that she didn't even realize that the customers are going away. When I coached here using the '5-Ways Effective Manager' template, she immediately put them into practice and now there's improvement. 2. They know that people management is about connecting people, not impressing people . So it is not the flowery speeches made but how connecting the messages are. 3. They know when to be tough, when to be soft , and when to 'act blur'.  A smart manager cannot be smart all the times or his people will look stupid in front of him.  Give credit to people, but take the blame for all mist

We all know that a good manager is one that does not treat his staff well, a good manager is one that treats all his staff well. There is simply no differentiation in his management and leadership style as this good manager always put people's interests above his. A good manager is not god, nor is he a godfather.  He is also not a magician, for  he cannot turn people around overnight. It takes about at least 4 weeks to turn people around. The first week is to ensure he got the right people on his team. The following week is to improve his team's teamwork.  The 3rd week is to lead them to greater heights and finally in the 4th week he communicates his grand turnaround plan to his team. Whether you are now running around or running people around, you need to be trained to be a better manager. This course How to Be a Better Manager (details at here ) will turn you around, provided you dare to invest 4 weeks in yourself.  To get a special deal for this course or

Define the task, output clearly. Use this SMART criteria (specific, measurable, achievable, results wanted and timing) Delegate to a person with demonstrated competence (this is not training, you are delegating an important task, don't leave to chance) Explain the task clearly, preferably in writing (this will reduce misunderstanding & mistakes) Invite questions and feedback (Ask: "Can you show me how you're going to do it?") Give a schedule, deadline (Always leave some buffer in case of mistakes by giving a tighter deadline) Inspect what you expect (surprise audit is the best) Remember, Delegation is not abdication, this means responsibility still lies with you and YOU are still answerable. FOR A LARGE JOB, SET UP A DELEGATION AGREEMENT WHICH STATES:- · Intended outcome · Required resources · Completion deadline · Benchmarks (how can you measure progress) · Accountability · Consequences (for not completing) Delegation Exercise for You now: List 3 low

The other day I talked to one manager about how to upgrade his team so that they can perform better. He answered me, "I don't know, if I upgrade them, wouldn't they be more capable than me and soon take over my job?" This is a clear example of the thinking of a messenger not a manager. There are 7 ways that you can tell your manager is just a messenger and not a manager: Never Develop himself or his team .  You'll be shocked to find out that there are many managers out there that have never attended any non-technical courses since they left school.  Some of them don't even know that such courses exist!  Unbelievable but true! Good in Passing the Buck .  As we know, a manager must take up the blame even though he has no control over the hiring of his team.  As long as the team is under his responsibility, he must be responsible for ALL their actions Hardly Motivate, Inspire or Encourage his people. Worse still, such 'managers' often de-motivate