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Hi fishes...
Can anyone tell me about the training given in hashedin for lateral employees.
Is it only assessments or is some sort of training also given? And what is the difficulty level?
Will the instructors help the employees....?
Any information will be useful...🙂
Thanks in advance!
Hashedin by deloitte Hashedin technologies Deloitte Infosys Tata Consultancy IBM
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Yeah don’t micro manage. We’re all adults and it’s up to them to perform their job. Coach your people and put them in the positions they want to be in and think they’ll make the most impact, whether that’s on your team or somewhere else.
It’ll take time getting to know your people. Some people need to be micro managed. I got a kid on my one team fresh out of school so I micro manage him a bit just to set him up with good habits for the future but my senior people do their thing and I don’t bother them
Insist on getting training. Being a good manager requires a number of skills, some of which I'm sure you have, and others that you've not had the chance yet to develop. Have a mentor handy to help you with gnarly situations that are new to you. And be patient and kind with yourself as you learn, make mistakes, and grow. Oh, and check out Servant Leadership, and read Daniel Pink's book, Drive. Have fun - good luck to you!
Consistently develop yourself, get good quality training for your people and show that you care. As soon as you start to micromanage then you’ll lose your people.
Read “Leaders eat last.” By Simon Sinek, great starting point.
The Manager Software Engineering 1 is spot-on about coaching. Read our latest book, especially Part Two on Leading Teams. We devote a chapter to coaching. The book is based on our three decades of research, consulting, and coaching on trustworthy leadership.
Also recommend reading "The Future leader" by Jacob Morgan. And I second the recommendation to find a coach and/or a mentor to guide you and help you develop your leadership skills.
You have a good place to start - with your own experience. Think back on the leaders you've had in your career. What did you like about the things they did? What didn't you like? What did they do that helped you the most? What did they do that didn't help you? If you have insight into it, think also about how they developed their careers. How did they get where they were? Was it where they wanted to be?
Use that assessment to help you decide what you want your leadership style to be. A good mentor or coach can help you find that clarity too.
Also remember, the way you count the value you add to the organization changes when you move from an individual contributor to a manager. It's easier in a way to count the value you add when you can look at the stories you've completed and track your own velocity. As a manager your performance metrics are more around the velocity trends of your team as a whole, around attrition and employee growth, around team and customer satisfaction, and so on.