Reflections: the stoic way!

I n a typical task/role/responsibility delegation, you share your tasks but do not want to lose ownership. You just grant permission, allow certain access, convey to delegatee, how dear or important is the task to you and hope the delegatee will take up and complete the task as you wanted. Not a wrong expectation. All of us do this. What can ensure your success in a delegated environment are certain intangibles of relationship and understanding between the delegator and the delegatee, other than administrative aspects as mentioned in the above paragraph. Here we are talking about the downward delegation as I want the importance of the task not just remain administrative in sense of responsibility transfer as would normally happen in cases of cross delegation. Between the two human beings, the delegator and delegatee, the delegator has a larger responsibility at the moment of task transfer. She is in the hot seat , who has to ensure, the delegation has to work! The four (4) stages in ...

I heard a mouse roar... Oh, yes, really...it was a roar.. Did the king delegate the responsibilities to the rat? We got some quick mails flowing this morning...update..1, update ..2 and yes lots of good advice.. Wake up Sid! Where were you lost so far? Kingship does not come by delegation..it comes by acceptance. Acceptance is tough to get ...delegated task come cheap and easy.. Build acceptance and do not impose your sham managership ...I don't take shit! Do you?

My hiring experience as an HR Recruiter says-you hire for your immediate 'interests' and not just 'needs'... When you are triggered by immediate interest, you say- need to hire now.... hiring as of yesterday.... loosing business.... I' m forced to say 'no' to clients....project teams are stressed...he/she may resign.. slow recruiting/low success hiring rate hurting my business, etc, etc. When you hire for needs, you hire and not lose out..not keep forgetting that you really need to hire and not keep shifting hiring goals as your needs are external (client) but interests are internal (Manager/team) ever agreed, Needs are planned, targeted, focused schedules and no changes accepted. No mid-term change in rules! Interests are selfish, shrude, critic, not trustworthy and ever changing, never accepted, never rallied together. If Recruiters go right, Company wins, If Recruiters go wrong, Recruiters loose. Interesting? Yes, no, maybe, But that's the norm! W...

Really painful to see employees not self motivated. Feedbacks do not work... attitude does not change . They keep ignoring what you told them not to, several times . Does it not pinch them being so casual about their tasks? Do they really not care about being successful, being respected, loved and appreciated? Do they not start considering the special privileges given to them as GIVEN and very much DUE to them? YOU- You feel so relaxed while you keep ignoring your responsibilities....I really salute your unimaginable shamelessness... At all not proactive... Are you waiting to be told..it's over here? What do I do with SAD reports? Keep coaching them and not expect change in WORK or BEHAVIOR? How long can I allow them to ignore their responsibilities? What I should do is- fire them! , you said. There are many people who never get opportunity to succeed as they never bought BE/MBA degree or a FAKE demeanour . Search for the loyal folks..hire them ...spend on them...chuck the SA...

www.hbr.org M ANAGING Y OURSELF Why You Didn’t Get That Promotion by John Beeson • Included with this full-text Harvard Business Review article: The Idea in Brief—the core idea 1 Article Summary 2 Why You Didn’t Get That Promotion Decoding the unwritten rules of corporate advancement. Reprint R0906L M A N A G I N G Y O U R S E L F Why You Didn’t Get That Promotion page 1 The Idea in Brief COPYRIGHT © 2009 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. • Decisions about who gets promoted can seem mysterious and arbitrary. Stellar performance reviews and a strong track record—and you still get passed over. What’s going on? • In most companies feedback is vague and confusing—sometimes intentionally, so as not to demoralize. It’s up to you to ferret out the real reasons you’re not getting the job. • For example, think twice when you’re told you need to work on “leadership” or gain more “seasoning.” These can be code words masking more specific concerns, like a failure...