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I need a suggestion. For past 2 months am on bench in my current organisation.I want to switch back to Chennai since current company is Bangalore based.Everyone is expecting immediate joiner.no one is accepting the reason If I say am on bench and I can join immediately .Since my notice period is 2 months. , no one is accepting my profile
Visual Storyteller
I NEED MORE PLANT PICS ON HERE!
Is everyone on a date, I’m still working 🥹
Hi, I need a referral for an internship
in Financial Advisory Team
Valuation, M&A, FDD, or Financial
Consulting - at Big 4 in Germany,
can anyone help me?
I did my bachelor's degree at the
University of Mannheim.
I would appreciate any kind of
support and advice.
I'm not above reaching out to alumni
directly via Linkedln, but l'd prefer to
bug as few as possible. So if you
want to help, guide, or mentor,
please pm me.
PwC Deloitte KPMG EY
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Remember, you job as a leader is no longer to be the one "doing". Your job is to enable your team with process and structure so they can be the ones "doing" most efficiently.
Key teammate perspective: It is NOT about you. Take the time to learn your team from your new role. Spend much more time and energy asking deliberate questions and listening listening listening. Follow up with decent questions. Everything from the friendly “how are you doing today” (and really mean it), to “what can help you with”?
My former CMO (marketing) always used to ask “what’s going on?”. It seemed a bit vague at first, but I realized it was his way of fishing for issues/challenges he could help with or should be aware of.
Remember that your team’s success is much much more important to you than it is to them individually. Assume good intent. Be kind, which is not the same as being a doormat. Live the behavior you expect from your team. NEVER scold an individual in public. Avoid grand pronouncements: it is like shouting that you feel compelled to show your own importance but has the effect of branding you as insecure.
Please and Thank You spoken sincerely are magic words.
Make sure your team understands the business. HR becomes more of an administrative function when the team doesn’t understand the business. Will also share this as I just came across it and well I think it’s excellent. Good luck!
Don’t take credit for someone’s work. They may work for you but you don’t own them. I always try to avoid using possessive language. We are a team. They aren’t mine. Part of your job will be to give team visibility to higher levels. Let your manager know about any wins and who was responsible. The CEO of a former employer was always willing to support the employees. When someone did an incredible job, I would ask the CEO to send them a thank you note. I did it sparingly, so it was really special. It always feels good when your supervisor says thank you or good job but it’s a whole different level when it’s the CEO who recognizes you.
I make sure that the team knows that I don’t know every answer. I ask for their feedback and opinions. I provide development projects for them. I also let them know when there is a problem and we work to try to improve it.
What are the traits of the managers that you’ve worked with? Which ones were inspiring? Emulate those.
Congratulations on the new role!
Figure out what your initial style is based on you knowing you https://www.forbes.com/advisor/business/management-styles/
Internalize you have a new position. Performing the tasks of your old position is a common mistake for new managers (and a great way for developing a micromanager style).
Everyone likes to be/needs to be managed in different ways. As their former peer, you may have a good idea of what they are good at and what they know. I recommend having a 1:1 with each one and reviewing their background, manager style preferences, goals, etc. and preface it with needing to have these discussions in a different capacity and perspective than conversations you may have had as their peer. When managers get input from the individuals and draw upon that to manage the team, it's going to be more successful than a one size fits all approach.
Now - being in HR - you know it isn't realistic to cater to everyone's individual preferences, but you can balance out the feedback in an overall applicable way.
Always be humble - I've appreciated when I see leaders admit they were wrong or would have/should have done things differently. I find those leaders extend more grace to their employees also.
Ultimately it all comes down to respect and treating your team like professional adults. It may be uncomfortable to starting holding a former peer accountable, but it's a disservice to you in your new role, and the team when things go unaddressed.
Congratulations on your promotion!
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no tips, but just wanted to say good luck! you will be great