Never saw the completion of the project by that due to his foolishness was removed as Manager. Joint Chiefs of Staff shares his opinions and ideas on the topic at hand. The Manager may believe that their vision of reality is correct, but it is imperative the balance between his own perspective with that of the rest of the team. Decide without hearing from the team leads to folly. Negativism. Reed Hastings shines more light on the discussion. A Manager consistently discussed projects in a negative way. It focused on the work that had not been undertaken, the crisis of the week, who wasn’t doing his job, etc.
This negative attitude about work, the staff and the purpose of the project having the energy, enthusiasm and passion for the work. It is the manager who always sees the glass half-empty and who frustrates the energy of the team. It does not mean that one always need to be happy or be smiling to people all the time. However to succeed Manager has to believe in what you are doing and positively motivate your team. Cowardice. Imagine this: the Manager, by being pressed when he has the time over to deliver the budget, blames the team members, shareholders or anyone who had allegedly contributed to the origin of this problem.
It is easier to involve others who identify the real cause of the problem and solve it. It is correct to be self critical and aware of own weaknesses and mistakes. For leaders who truly continue to grow in leadership capacities, they need to be the first, not the last, to admit their mistakes and learn from them. Mistrust. Managers who do not teach their most important skills, not show wisdom in his decisions and do not demonstrate integrity, will not win the confidence of its staff. The team members must believe that his manager has everything you need to manage the project and wisdom to decisions with respect and integrity to put the interests of the team ahead of his own. If any of these attributes is lost it is only a matter of time before that you decide to remove it.