We all follow a similar career path: specialising in a core discipline and becoming very good at it. Then, in order to progress, you become a manager. In this deck, Paddy shows you how to make that move and develop into a great leader.
60. Focus on each person’s
strengths and manage around
his weaknesses. Don’t try to fix
the weaknesses. Don’t try to
perfect each person. Instead do
everything you can to help each
person cultivate his talents.
Marcus Buckingham
100. Finding and developing talents
Identify the talents that managers need
in your organisation.
Look for the talents that make your
current managers awesome.
Watch for the spontaneous reactions that
someone has to situations.
Make a note of when someone gets
genuine satisfaction from their role.
101. Finding and developing talents
Identify the talents that managers need
in your organisation.
Look for the talents that make your
current managers awesome.
Watch for the spontaneous reactions that
someone has to situations.
Make a note of when someone gets
genuine satisfaction from their role.
102. Finding and developing talents
Identify the talents that managers need
in your organisation.
Look for the talents that make your
current managers awesome.
Watch for the spontaneous reactions that
someone has to situations.
Make a note of when someone gets
genuine satisfaction from their role.
103. Finding and developing talents
Identify the talents that managers need
in your organisation.
Look for the talents that make your
current managers awesome.
Watch for the spontaneous reactions that
someone has to situations.
Make a note of when someone gets
genuine satisfaction from their role.
104. Helping someone develop their knowledge.
Create a curriculum of content for your
managers.
Assign one experienced manager to own
the upkeep and maintenance of it.
Look for opportunities to expose
managers to challenging situations.
Share challenging situations between
your line managers.
105. Helping someone develop their knowledge.
Create a curriculum of content for your
managers.
Assign one experienced manager to own
the upkeep and maintenance of it.
Look for opportunities to expose
managers to challenging situations.
Share challenging situations between
your line managers.
106. Helping someone develop their knowledge.
Create a curriculum of content for your
managers.
Assign one experienced manager to own
the upkeep and maintenance of it.
Look for opportunities to expose
managers to challenging situations.
Share challenging situations between
your line managers.
107. Helping someone develop their knowledge.
Create a curriculum of content for your
managers.
Assign one experienced manager to own
the upkeep and maintenance of it.
Look for opportunities to expose
managers to challenging situations.
Share challenging situations between
your line managers.
108. How to develop and enhance skills.
Don’t be afraid of management processes
and systems.
Look for repeatable processes that can
avoid simple mistakes.
Document processes so that new
managers can pick them up fast.
109. How to develop and enhance skills.
Don’t be afraid of management processes
and systems.
Look for repeatable processes that can
avoid simple mistakes.
Document processes so that new
managers can pick them up fast.
110. How to develop and enhance skills.
Don’t be afraid of management processes
and systems.
Look for repeatable processes that can
avoid simple mistakes.
Document processes so that new
managers can pick them up fast.