Why do we work – when organizations care about careers

In the last post on Career Stages, I described a few key attributes for evaluating career progression that organizations and/or individuals need to take care of if they want to effectively manage the career, esp. of their senior employees. Low engagement level, 'through others' contribution mode, and # of real working hours are key points …

Effective 1-1s – Fostering trust and creating no-harm zone

Effective 1-1 is the cornerstone of a successful management career, and acquiring necessary competencies in order to have a great 1-1 with your reports is a great career enhancement technique. I have referred to this topic many times in my posts and have couple of posts devoted to this topic (see Managing 1-1s and Effective …

Managing Careers

Here is the background on this series, and here is the previous post on this series (Managing Expectations). This is the final post in the series, and this tackles perhaps the most important question of all: Ravi needs to help people in his team build and grow their career as they work under his guidance. …

Managing Expectations

Here is the background on this series, and here is the previous post on this series (Managing Work). In this post, we are going to try answering the question: How does a manager as important as him (and holding as many resources) manage expectations from other senior managers and executives without over-committing his team or …

Managing Work

Here is the background on this series, and here is the previous post on this series (Managing 1-1s). In this post, we are going to try answering the question: While Ravi is the smartest guy and the leader in the team, he is also the bottleneck. How can he manage his work (delegation or empowerment …