Career path framework
Assess your skills, talents, traits and interests, revive your curiosity, reach for a goal, invest in your journey, verify along the way.
Your professionalism, reliability, poise and intelligence may be gleaned from your manner and may be a large part of your evaluation.
The job fit challenge and salary expectations
One common complaint from employers is that candidates have unrealistic expectations about salary: they either have no idea about the “going rate” for their own industry or they have an inflated view of their own worth.
Building healthy intimate relationships and high performing teams
Knowing how to build and maintain a healthy relationship is a key ingredient in successful transitions.
Healthy intimate relationships and stress
Humans need many different kinds of close connections because these are the sources of emotional well-being.
Building better relationships and rethinking rejection
Several skills are involved in building relationships that are satisfying and nurturing. You must be prepared to make some effort to keep them going.
Draining and sustaining relationships
In sustaining relationships, people genuinely like and admire many of the qualities the other has. They are also very accepting of each other’s imperfections.
Tying contribution to revenue stream
The ability to connect to the money influx of the company ensures some control over your position and stability.
Cultivating reciprocal power bases
Learn how to manage others’ power over you and influence tactics such as chemistry and benefits-oriented requests.
Strategic thinking skills
Understand the strategic relevance of your own activities, know how to think strategically, play the strategy game, understand the nature of strategy.
How to solve problems
A workable solution is preferable to the perfect solution because it leads to action. The perfect solution is the enemy of the practical solution.
Decision making practice
Ask yourself three questions: is there a pattern I recognise here, who does this decision matter to, and why, does someone know the answer anyway.
Guiding principles for decision making
Good managers are often referred to as being decisive. No one can teach it and it is assumed that either you have it or you do not.
As a manager, you have to achieve results. You may be responsible for project outcomes, quality outcomes, costs or product design.
Start at the end
Working backwards from the desired outcome, rather than scrambling forwards from today, is at the heart of how good managers think and work.