Catégorie : Management

Extraits de The Mana­­­­­ger’s Path It may be once a week. It may be once a day. It may be less frequently than once a week, but I would recom­mend trying to check in once a week regard­less, and spen­ding any extra time as an addi­tio­nal inter­view/sell cycle for the company. L’au­teure parle ici de…

Extraits de The Mana­­­­­ger’s Path With that said, what if the intern does spend too much time asking you for help, without ever looking for help himself? Well, that gives you an oppor­tu­nity to work on another mana­ge­ment skill: commu­ni­ca­ting what needs to happen. Encore un point que j’ai mis long­temps à apprendre et que…

Extraits de The Mana­­­­­ger’s Path Liste­ning is the first and most basic skill of mana­ging people. Liste­ning is a precur­sor to empa­thy, which is one of the core skills of a quality mana­ger. Je dis à mes mana­gers qu’ils sont d’abord là pour écou­ter. J’ai une vision du mana­ger comme faci­li­ta­teur et on ne peut…

Extraits de The Mana­­­­­ger’s Path Je ne sais pas trop quoi tirer de ce sous-chapitre, en partie parce que je n’ai pas d’ex­pé­rience sur des stages courts et que sur les longs je suis très raccord avec l’avant-dernier para­graphe : The inter­n’s first few days will be simi­lar to those of any new hire: onboar­ding, getting…

Extraits de The Mana­­­­­ger’s Path Great talent is some­times squan­de­red by weak mentors who do little but ignore their charges, waste their time with trivial projects, or, worst of all, inti­mi­date and belit­tle them out of ever wanting to join the orga­ni­za­tion. Je prends beau­coup de temps pour défi­nir le proces­sus d’on­boar­ding aussi à cause…

Extraits de The Mana­­­­­ger’s Path Other times the mentor is a senior engi­neer who can act as a tech­ni­cal mentor in addi­tion to helping the new hire get up to speed on the process. In a heal­thy orga­ni­za­tion, this onboar­ding mentor­ship role is used as an oppor­tu­nity for both parties. The mentor gets the chance…

Extraits de The Mana­­­­ger’s Path Plenty of great engi­neers make inef­fec­tive mana­gers because they don’t know or want to deal with the poli­tics of leader­ship in their compa­nies. Ce sous-chapitre fait tout juste une demie-page mais me laisse circons­pect. J’y lis beau­coup de poli­tique qui ne corres­pondent pas aux contextes dans lesquels j’ai été. A…

Extraits de The Mana­­­­ger’s Path Your mana­ger will be stres­sed out some­times. She’ll be imper­fect. She will say dumb things, […] On l’ou­blie en confon­dant la néces­saire exam­pla­rité avec une exigence de perfec­tion. Le mana­ger est humain. Parfois il est stressé, fati­gué. Parfois il se trompe. Parfois il fait des erreurs. Il a un rôle…

Extraits de The Mana­­­ger’s Path When you are persis­tently unhappy, say some­thing. When you are stuck, ask for help. When you want a raise, ask for it. When you want a promo­tion, find out what you need to do to get it. Le rôle du mana­ger c’est de voir tout ça, idéa­le­ment en amont voire…

Extraits de The Mana­­ger’s Path Whether you are brand new to the work­place or 20 years into your career, the onus of figu­ring out what you want to do, what you want to learn, and what will make you happy rests on your shoul­ders. Le mana­ger peut aider, faci­li­ter, soute­nir, moti­ver, mais il n’est qu’une…