i think Being a boss's favorite is better than to be a 'trusted' team player in few industries on current job situation .
why because as one of my friend is sincere trusted team player and hardworking employee but he dose not have the buttering up nature in his life. The result of this nature which hearts him few months back as because one of employee got promotion who was in same position of my friend and also trained from my friend in his current job responsibilities
my friend lost promotion opportunity only because he dose not have the buttering up nature as like his colleague who did that and got promotion
not being a boss's favorite result will be loss in professional life
From India, Bangalore
why because as one of my friend is sincere trusted team player and hardworking employee but he dose not have the buttering up nature in his life. The result of this nature which hearts him few months back as because one of employee got promotion who was in same position of my friend and also trained from my friend in his current job responsibilities
my friend lost promotion opportunity only because he dose not have the buttering up nature as like his colleague who did that and got promotion
not being a boss's favorite result will be loss in professional life
From India, Bangalore
Greetings, I can barely wait to read that ! Please let us know , if we can contribute. Regards, (Cite Contribution)
From India, Mumbai
1856From India, Mumbai
Dear All,
Greetings!!!
Reading all the threads to this topic was realy gr8.
We should believe in giving our best..........end of the day what matters is that ur are satisfied with your work.
Give your best and be a good team player, be always ahead in the task assigned and show team spirit which itslef lead to success.
Who is BOSS Favourite - Employee who delivers performance............. and when u gives 100% performance continously you will be able to balance both (boss and team) and as well as your customers. Being in HR your perfromance speaks when your employees are happy ......
Regards
Mandeep
From India, Gandhidham
Greetings!!!
Reading all the threads to this topic was realy gr8.
We should believe in giving our best..........end of the day what matters is that ur are satisfied with your work.
Give your best and be a good team player, be always ahead in the task assigned and show team spirit which itslef lead to success.
Who is BOSS Favourite - Employee who delivers performance............. and when u gives 100% performance continously you will be able to balance both (boss and team) and as well as your customers. Being in HR your perfromance speaks when your employees are happy ......
Regards
Mandeep
From India, Gandhidham
Being a boss's favorite or a trusted team player does not create any impact on your performance.
What really matters is what you deliver as a output, within due date and quality.
Boss's favorite - One who completes the tasks on time.
Trusted team player - One who helps others genuinely to complete their tasks.
So overall if you see. What really matters is the output of the product or the value that you add to the end customer.
From Australia
What really matters is what you deliver as a output, within due date and quality.
Boss's favorite - One who completes the tasks on time.
Trusted team player - One who helps others genuinely to complete their tasks.
So overall if you see. What really matters is the output of the product or the value that you add to the end customer.
From Australia
Thanks Venkat and Mandeep, maybe you should look at Sunita’s post... She has been a little more elaborate on the other view... Would look forward to your response to her post as well.
From United States, Daphne
From United States, Daphne
Dear Mr. Nikhil
Greetings....
Discussions are going on and on and on..I am just trying to escalate to the next level to get precise response from different category of the TEAM.
After going through opinions/suggestions/views/comments/clarifications posted in this thread, i would like ask the same query to your goodself, since you are PRESIDENT of a FIRM and also all those members who are SELF EMPLOYED/ENTREPRENEURS.
1) How do you perceive this query PRACTICALLY while correlating with your EMPLOYEES and their SKILLS/TRAITS/THE WAY THEY USE TO GET THINGS DONE/THE WAY THEY USE TO MANAGE THEIR TEAM.
Just have a look at this thread and let me know if any of your TEAM MEMBERS had applied this methodology
https://www.citehr.com/336422-we-can...thodology.html
Hope we all are going to enjoy your DYNAMIC/STRATEGIC/PRACTICAL REPLY.....
We all should be practical while submitting our suggestions/views/opinions etc..
With profound regards
From India, Chennai
Greetings....
Discussions are going on and on and on..I am just trying to escalate to the next level to get precise response from different category of the TEAM.
After going through opinions/suggestions/views/comments/clarifications posted in this thread, i would like ask the same query to your goodself, since you are PRESIDENT of a FIRM and also all those members who are SELF EMPLOYED/ENTREPRENEURS.
1) How do you perceive this query PRACTICALLY while correlating with your EMPLOYEES and their SKILLS/TRAITS/THE WAY THEY USE TO GET THINGS DONE/THE WAY THEY USE TO MANAGE THEIR TEAM.
Just have a look at this thread and let me know if any of your TEAM MEMBERS had applied this methodology
https://www.citehr.com/336422-we-can...thodology.html
Hope we all are going to enjoy your DYNAMIC/STRATEGIC/PRACTICAL REPLY.....
We all should be practical while submitting our suggestions/views/opinions etc..
With profound regards
From India, Chennai
SAK,
My company is a group of intrapreneurs... Everyone is a business stakeholder and we all have business targets. However, we use the criteria for our 'task design' for employees (contract folks who are taken for delivery). So, we know what triggers an individual to work well and look at how to use them to ensure proper business results (Read Tsun Zu's Types of Wood, etc.).
At the end of the day, the guy who wants to impress, often goes that extra mile to deliver more. And they often understand that professional alignment also means aligning with the boss's expectations and impression does matter (especially in a client facing role or any politically sensitive role). Trusted team player posture is often not 'individualistic', and hence, one needs such qualities to ensure smooth operations. Ultimately, professional culture is what the leader makes of it!
My query was based on the fact that there are two schools of thought, especially in the middle management. And the interesting thing is, HR professionals who are supposed to be sensitive on this parameter to leverage it for each role (employee) in their organizations, are outrightly rejecting one school for the other. Let me tell you that both have their advantages, and taking one position is like looking for a corner in a circle!
And this is where the performance appraisal matters because the perception of this component can seriously affect the performance criteria. We already saw it in a post by Suneeta where the employee was 'penalized' for going that extra mile (atleast, the facts in the post were restricted to make one believe so, but reality could be otherwise... as it didn't objectively say that the guy who was trying to impress was not performing).
The other aspect is that of dispute resolution. Most of the people in this forum are involved in resolving tensions in their organization. How often do they go against the bosses? Do you look at this factor when you are resolving tensions? Its anyone's guess. So, intrinsically, I am seeing a dichotomy between what is preached as a should-be and what is practiced. I find this very damaging and it could be very frustrating to the HR professionals too. If the people in this forum are of such strong opinions, we should see a different trend and role of HR. Maybe it is happening, but honestly, I am yet to see it.
Hope I answered your query.
Reg,
Nikhil
From United States, Daphne
My company is a group of intrapreneurs... Everyone is a business stakeholder and we all have business targets. However, we use the criteria for our 'task design' for employees (contract folks who are taken for delivery). So, we know what triggers an individual to work well and look at how to use them to ensure proper business results (Read Tsun Zu's Types of Wood, etc.).
At the end of the day, the guy who wants to impress, often goes that extra mile to deliver more. And they often understand that professional alignment also means aligning with the boss's expectations and impression does matter (especially in a client facing role or any politically sensitive role). Trusted team player posture is often not 'individualistic', and hence, one needs such qualities to ensure smooth operations. Ultimately, professional culture is what the leader makes of it!
My query was based on the fact that there are two schools of thought, especially in the middle management. And the interesting thing is, HR professionals who are supposed to be sensitive on this parameter to leverage it for each role (employee) in their organizations, are outrightly rejecting one school for the other. Let me tell you that both have their advantages, and taking one position is like looking for a corner in a circle!
And this is where the performance appraisal matters because the perception of this component can seriously affect the performance criteria. We already saw it in a post by Suneeta where the employee was 'penalized' for going that extra mile (atleast, the facts in the post were restricted to make one believe so, but reality could be otherwise... as it didn't objectively say that the guy who was trying to impress was not performing).
The other aspect is that of dispute resolution. Most of the people in this forum are involved in resolving tensions in their organization. How often do they go against the bosses? Do you look at this factor when you are resolving tensions? Its anyone's guess. So, intrinsically, I am seeing a dichotomy between what is preached as a should-be and what is practiced. I find this very damaging and it could be very frustrating to the HR professionals too. If the people in this forum are of such strong opinions, we should see a different trend and role of HR. Maybe it is happening, but honestly, I am yet to see it.
Hope I answered your query.
Reg,
Nikhil
From United States, Daphne
Dear Mr. Nikhil,
Perhaps you will be surprised to read my current post.
There are certain things which everyone need to understand. I believe in PRACTICAL APPROACH. Kindly do forget about what B-SCHOOLS are teaching as I don't consider BOOKISH KNOWLEDGE/CONCEPTS and when it comes to ACADEMICS only 20% of what we had learned is utilize practically in our PROFESSIONAL LIFE.
A) It is not MANDATORY for an employee to IMPRESS his BOSS, but it is MANDATORY for an employee "TO TRAVEL EXTRA MILE TO MEET COMPANY OBJECTIVES AND ALIGN HIMSELF WITH THE PERFECT WORKCULTURE". A employee(s) can succeed in taking his organisation to the PINNACLE OF GLORY provided that, he/they is/are supported from every corner.
EVERY ONE IN EVERY ORGANISATION - FROM TOP TO BOTTOM - SHOULD MIND THEIR OWN BUSINESS(meeting their targets)...This will give you BALANCED MODUS OPERANDI...
B) In case, if any BOSS(in this world) expecting his employee to impress him, "TAKE MY WORDS FOR GRANTED, HE IS PSYCHO and EGOIST BOSS"
C) I AM THE EMPLOYEE WHO GONE AGAINST MY EX-BOSS BECAUSE, I WAS NOT INTERESTED WITH MODUS OPERANDI, WHICH LED ORGANISATION TO INCUR LOSS. I KNOW, HOW MUCH DIFFICULT IT IS TO GENERATE REVENUE. I TOLD, YOU WILL BE SURPRISED BY READING MY POST
D) TENSIONS ASSOCIATED WITH ORGANISATION - Do you have any idea who is held responsible for CREATING TENSIONS IN RESPECTIVE ORGANISATIONS. What are the factors associated with it. Have you every studied on this topic?
E) Every "EMPLOYEE IS AN ENTREPRENEUR". It is the ORGANISATION or lets say BOSS, who doesn't know how to make BEST USE OF THEIR ASSETS/ENTREPRENEURS. Those(BOSS/HR) who had succeeded, they knew, to what extent they can meet and take care of their EMPLOYEES(ENTREPRENEURS) GENUINE requirements
F) SMOOTH OPERATIONS - It is only possible when organisation follows BIASED APPROACH and by giving preference and utilizing those employees who are TALENTED/SKILLED/CREATIVE/HONEST/SINCERE/DEDICATED/LOYAL etc.
G) Kindly read Mr. Hussain's Post regarding IMPROVING LOYALTY IN EMPLOYEES
https://www.citehr.com/336496-what-w...employees.html
Last but not the least. I seriously want TOP MANAGEMENT OFFICIALS and HR PROFESSIONALS - NOT TO MISUSE THEIR POWERS AND PLAY WITH THEIR EMPLOYEES.
wish, If i had an opportunity to meet CEO's of FORTUNE 500 COMPANIES and find out their practical views/expectations, in regard your query.
LETS LIVE A PRACTICAL AND CONTENDED PROFESSIONAL LIFE..
with profound regards
From India, Chennai
Perhaps you will be surprised to read my current post.
There are certain things which everyone need to understand. I believe in PRACTICAL APPROACH. Kindly do forget about what B-SCHOOLS are teaching as I don't consider BOOKISH KNOWLEDGE/CONCEPTS and when it comes to ACADEMICS only 20% of what we had learned is utilize practically in our PROFESSIONAL LIFE.
A) It is not MANDATORY for an employee to IMPRESS his BOSS, but it is MANDATORY for an employee "TO TRAVEL EXTRA MILE TO MEET COMPANY OBJECTIVES AND ALIGN HIMSELF WITH THE PERFECT WORKCULTURE". A employee(s) can succeed in taking his organisation to the PINNACLE OF GLORY provided that, he/they is/are supported from every corner.
EVERY ONE IN EVERY ORGANISATION - FROM TOP TO BOTTOM - SHOULD MIND THEIR OWN BUSINESS(meeting their targets)...This will give you BALANCED MODUS OPERANDI...
B) In case, if any BOSS(in this world) expecting his employee to impress him, "TAKE MY WORDS FOR GRANTED, HE IS PSYCHO and EGOIST BOSS"
C) I AM THE EMPLOYEE WHO GONE AGAINST MY EX-BOSS BECAUSE, I WAS NOT INTERESTED WITH MODUS OPERANDI, WHICH LED ORGANISATION TO INCUR LOSS. I KNOW, HOW MUCH DIFFICULT IT IS TO GENERATE REVENUE. I TOLD, YOU WILL BE SURPRISED BY READING MY POST
D) TENSIONS ASSOCIATED WITH ORGANISATION - Do you have any idea who is held responsible for CREATING TENSIONS IN RESPECTIVE ORGANISATIONS. What are the factors associated with it. Have you every studied on this topic?
E) Every "EMPLOYEE IS AN ENTREPRENEUR". It is the ORGANISATION or lets say BOSS, who doesn't know how to make BEST USE OF THEIR ASSETS/ENTREPRENEURS. Those(BOSS/HR) who had succeeded, they knew, to what extent they can meet and take care of their EMPLOYEES(ENTREPRENEURS) GENUINE requirements
F) SMOOTH OPERATIONS - It is only possible when organisation follows BIASED APPROACH and by giving preference and utilizing those employees who are TALENTED/SKILLED/CREATIVE/HONEST/SINCERE/DEDICATED/LOYAL etc.
G) Kindly read Mr. Hussain's Post regarding IMPROVING LOYALTY IN EMPLOYEES
https://www.citehr.com/336496-what-w...employees.html
Last but not the least. I seriously want TOP MANAGEMENT OFFICIALS and HR PROFESSIONALS - NOT TO MISUSE THEIR POWERS AND PLAY WITH THEIR EMPLOYEES.
wish, If i had an opportunity to meet CEO's of FORTUNE 500 COMPANIES and find out their practical views/expectations, in regard your query.
LETS LIVE A PRACTICAL AND CONTENDED PROFESSIONAL LIFE..
with profound regards
From India, Chennai
Well it depends on the situation and the work place its easy to say and narrate in words but when it comes in action people step back from there policies and other ethical and natural stuffs...
From Saudi Arabia, Riyadh
From Saudi Arabia, Riyadh
SAK,
I think you are digressing from the topic. Anyway, let me answer your query. In my field of management consulting, we are close to both faculties, theory and practice. Afterall, theory is the abstraction of practice. If you dump theory, you are dumping the practical aspects of millions of data points. Not every role allows one to apply theory to the fullest extent. But it doesn't mean that theory is to be dumped. If you are discounting the knowledge one learns, you are actually discounting the reason for education. If you think, you needed far less education for your jobs, you might want to change the criteria of your recruitments, which your organization might not be doing at this stage. So, if you feel your views are well substantiated, you might want to steer recruitment that way.
a. No one said it is mandatory, thats why the question of options arise... The very foundation of the question was on that premise. And it isn't mandatory to go that extra mile for the organization either... You see few people doing that... Most don't!
b. Funny conclusion!!!
c. I am not surprised by your post. It is your experience. My question was fairly simple. And your post says that you didn't go against every boss of yours!
d. Funny you ask this question... As part of our engagements, we have to see the solution buy-in by all the stakeholders... So, we are many times at the heart of the tensions and have to resolve them to take things forward.
e. Thats the most stupid statement made in any posts so far. Surprising how you can come to such a conclusion! And it is digressing from what I was stating. No employee takes risks as much as entrepreneurs and no employees steer the direction of a company as much as the entrepreneur. They might be intrapreneurs, but entrepreneurs, they certainly aren't. Such flawed statements often form the premise of incorrect analysis and assessment of situations. I am sure you read of Narayan Murthy's account with the critics that could show you a little more insight.
f. I don't think thats entirely true. Its the cohesion in direction that determines how smooth the operations are, smooth operations do not mean productive operations... Please understand the difference.
g. I think that post is rather different in what it wants to explore from this one.
You need to understand that you are questioning the fundamentals of organization design and fundamentals, which is beyond what I was looking for in the discussion. Anyway, to be brief, if you have issues with bosses and their decisions, you are questioning the very premise of the chain-of-command. And there is always room for staffing issues... You might have the wrong person in the seat of the boss... which is a matter of perception and objective substantiation, that leads to fundamental assumptions... rather than making the exception a rule.
And lastly, if your bosses are very happy with you and you are his favorite, I would doubt ANYBODY in this forum (including you) to come over and tell me that he is NOT RIGHT!
Lets refrain from discussing bosses, lets focus on the question.
From United States, Daphne
I think you are digressing from the topic. Anyway, let me answer your query. In my field of management consulting, we are close to both faculties, theory and practice. Afterall, theory is the abstraction of practice. If you dump theory, you are dumping the practical aspects of millions of data points. Not every role allows one to apply theory to the fullest extent. But it doesn't mean that theory is to be dumped. If you are discounting the knowledge one learns, you are actually discounting the reason for education. If you think, you needed far less education for your jobs, you might want to change the criteria of your recruitments, which your organization might not be doing at this stage. So, if you feel your views are well substantiated, you might want to steer recruitment that way.
a. No one said it is mandatory, thats why the question of options arise... The very foundation of the question was on that premise. And it isn't mandatory to go that extra mile for the organization either... You see few people doing that... Most don't!
b. Funny conclusion!!!
c. I am not surprised by your post. It is your experience. My question was fairly simple. And your post says that you didn't go against every boss of yours!
d. Funny you ask this question... As part of our engagements, we have to see the solution buy-in by all the stakeholders... So, we are many times at the heart of the tensions and have to resolve them to take things forward.
e. Thats the most stupid statement made in any posts so far. Surprising how you can come to such a conclusion! And it is digressing from what I was stating. No employee takes risks as much as entrepreneurs and no employees steer the direction of a company as much as the entrepreneur. They might be intrapreneurs, but entrepreneurs, they certainly aren't. Such flawed statements often form the premise of incorrect analysis and assessment of situations. I am sure you read of Narayan Murthy's account with the critics that could show you a little more insight.
f. I don't think thats entirely true. Its the cohesion in direction that determines how smooth the operations are, smooth operations do not mean productive operations... Please understand the difference.
g. I think that post is rather different in what it wants to explore from this one.
You need to understand that you are questioning the fundamentals of organization design and fundamentals, which is beyond what I was looking for in the discussion. Anyway, to be brief, if you have issues with bosses and their decisions, you are questioning the very premise of the chain-of-command. And there is always room for staffing issues... You might have the wrong person in the seat of the boss... which is a matter of perception and objective substantiation, that leads to fundamental assumptions... rather than making the exception a rule.
And lastly, if your bosses are very happy with you and you are his favorite, I would doubt ANYBODY in this forum (including you) to come over and tell me that he is NOT RIGHT!
Lets refrain from discussing bosses, lets focus on the question.
From United States, Daphne
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