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    <title><![CDATA[Discussion on Management do's and don'ts, according to your staff ]]></title>
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    <item>
        <title><![CDATA[The answer is different for every employee]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-3532702]]></link>
        <description><![CDATA[There are a lot of good suggestions on how to be a good manager, but the real secret lies in understanding each individual on your team, and treating them they way they want to be treated. For example, one contributor suggested it's good to give people public recognition, but some employees would cringe if you recognized them publicly. Managers should spend a lot of time really getting to know the employees on their team, and know what matters to them. Aside from that, a manager should always do the right thing. Be open and honest. Tell people the truth. Be credible. Do what you say you're going to do. Be humble. Admit when you don't know something. Be competent. Know how to do your job and do it in a way that sets the standard for others. And be generous. Share credit with those who deserve it.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-3532702]]></guid>
        <dc:creator><![CDATA[TimJ2112]]></dc:creator>
        <pubDate>Fri, 09 Dec 2011 19:44:36 -0800</pubDate>
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    <item>
        <title><![CDATA[RE: Management do's and don'ts, according to your staff]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-2332288]]></link>
        <description><![CDATA[Very useful and relevant tips]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-2332288]]></guid>
        <dc:creator><![CDATA[johnrosswalton]]></dc:creator>
        <pubDate>Fri, 05 Oct 2007 02:27:11 -0700</pubDate>
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    <item>
        <title><![CDATA[&quot;Don't play favorites.&quot;]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-2330132]]></link>
        <description><![CDATA[If the manager is playing favorites based on who they drink with or play golf with I agree but this ususally isn't the case.A lesson to the employee:  Learn why you are not the favorite and then do things that will get you into good graces.  I have had favorite employees but it is because they perform well every time they are given an assignement, they don't need a lot of direction &quot;once given the map,&quot; and they are motivated to expand their skills.  If my &quot;less favorite&quot; employees learn why I am playing the favorite we would all be happier.Ususally when I here something like &quot;Don't play favorites&quot; it is by the employee who is out of favor and they aren't willing to work to gain status.  Life isn't fair and employees have a tremendous amount of power to make it more fair.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-2330132]]></guid>
        <dc:creator><![CDATA[marc@...]]></dc:creator>
        <pubDate>Tue, 02 Oct 2007 06:26:14 -0700</pubDate>
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    <item>
        <title><![CDATA[Rewarding]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1682129]]></link>
        <description><![CDATA[I was thinking that the normal growth of a tech. Support eng., Is to be the manager of the support team.But I found that it&amp;#8217;s not easy to manage and lead people.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1682129]]></guid>
        <dc:creator><![CDATA[ahmedali@...]]></dc:creator>
        <pubDate>Wed, 01 Dec 2004 04:51:09 -0800</pubDate>
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    <item>
        <title><![CDATA[That's a slippery slope]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1682049]]></link>
        <description><![CDATA[As a manager of a group of employees that range from loving me to flat comtempt, I agree it's difficult to give respect to someone who refuses to reciprocate.  Unfortunately managers are held to higher standards.  You are only in control of what &quot;you&quot; do.  At the end of the day you will want to be able to look back and know you took the higher path and have done the right thing.  If you're looking back and thinking to yourself &quot;ew, I should have handled that better&quot; you can be sure your people are too.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1682049]]></guid>
        <dc:creator><![CDATA[knudsenmj@...]]></dc:creator>
        <pubDate>Tue, 30 Nov 2004 22:34:59 -0800</pubDate>
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    <item>
        <title><![CDATA[How disappointing]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1681724]]></link>
        <description><![CDATA[The link you included had a statistically incorrect assumption about sad/happy workers. I was a great worker until my productivity dropped due to incompetent managment. &quot;The study suggests happy workers are more productive.&quot;What a crock! The study does not support that conclusion. What it supports are the following arguments: &quot;A depressed worker's productivity will come up when s/he is treated with anti-depressants.&quot; and &quot;The most productive workers are the most likely to suffer depression.&quot;Note: I wasn't 'depressed', just 'stressed' until my bosses started a pattern of leaving me out of the loop until their plan was in place. This left the obvious holes: No SLAs with partners; Surprise scope of project; Unwarranted criticisms; the list goes on.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1681724]]></guid>
        <dc:creator><![CDATA[spyder@...]]></dc:creator>
        <pubDate>Tue, 30 Nov 2004 08:59:51 -0800</pubDate>
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    <item>
        <title><![CDATA[Any other web ressources ?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1597079]]></link>
        <description><![CDATA[This article has been wrote for me! I've been working in an Helpdesk for 3 years now. I started as a 1st line analyst, then became a 2nd line analyst after a year and I'm now the team leader of the same Helpdesk.I 'm reading any &quot;management related&quot; article posted on TechRep, but would you have any other good website or ressource about team leader position or managing a team.To give you an idea; I'm looking for website like this one: http://management.about.com]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1597079]]></guid>
        <dc:creator><![CDATA[Chouf]]></dc:creator>
        <pubDate>Sat, 17 Apr 2004 14:51:40 -0700</pubDate>
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    <item>
        <title><![CDATA[2-way street]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1597000]]></link>
        <description><![CDATA[Agree with you in principle... Management, and especially productive management, is contingent on two-way communication.  But I have to disagree when you say that &quot;employees should respect and acknowledge their manager.&quot;  They shouldn't respect that manager unless that respect has been earned, unless of course you expect that employee respect is an entitlement.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1597000]]></guid>
        <dc:creator><![CDATA[brent.baldwin@...]]></dc:creator>
        <pubDate>Fri, 16 Apr 2004 21:36:44 -0700</pubDate>
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    <item>
        <title><![CDATA[So what should happen....]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1596924]]></link>
        <description><![CDATA[to a supervisor that takes a happy, highly motivated, highly productive team and transforms them into bitterly unhappy underachievers?That's right! It's promotion time!Sadly, I've seen this happen at a few places.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1596924]]></guid>
        <dc:creator><![CDATA[JasonCCTC]]></dc:creator>
        <pubDate>Fri, 16 Apr 2004 14:51:54 -0700</pubDate>
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    <item>
        <title><![CDATA[Poster Child]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1596836]]></link>
        <description><![CDATA[I was the poster child of a bad manager.  I did everything wrong.  My problem is that I was one of the &quot;Stars&quot; who did my job very well, and needed little to no supervision.  When a position came open, they figured that doing the job well was the only requirement.  Boy, were they wrong.  I'm happier, and they are MUCH happier, since I left and went to a position where I did not have to directly supervise people.  Some of us are just not meant to be managers, and if you are one of this select club, then you need to be strong enough to go to your manager and discuss the issue and ask for reassignment.  By doing this, I helped my career instead of being later &quot;downsized&quot; because of my lack of management skills.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1596836]]></guid>
        <dc:creator><![CDATA[GSG]]></dc:creator>
        <pubDate>Fri, 16 Apr 2004 09:55:32 -0700</pubDate>
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    <item>
        <title><![CDATA[Why post twice ?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1566406]]></link>
        <description><![CDATA[Why did you post this twice ?  Are you micro-managing ?  You did not trust us to follow thru ?  Or is it your style to repeat yourself ?]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1566406]]></guid>
        <dc:creator><![CDATA[Crash4@...]]></dc:creator>
        <pubDate>Sat, 10 Jan 2004 12:36:59 -0800</pubDate>
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    <item>
        <title><![CDATA[From the management side...]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1564933]]></link>
        <description><![CDATA[I agree that micro-managing is not a good thing.  But, the problem that I have faced is that when you give your employees the lattitude to &quot;do their job&quot;, in some cases the job goes undone.  I have had to deal with several employees that were given many opportunities to advance, but chose to thumb their noses at me instead.  Today's society is teaching people that we are entitled to everything that we have (including our job).  I believe that I have to earn what I have.  I agree that management should respect and acknowledge their employees, but I also believe that the employees should respect and acknowledge their manager.  When I am respected (I did not say &quot;liked&quot;), I am much more likely to give extra opportunities for advancement and micro-manage less.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1564933]]></guid>
        <dc:creator><![CDATA[mays316]]></dc:creator>
        <pubDate>Tue, 06 Jan 2004 06:59:20 -0800</pubDate>
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    <item>
        <title><![CDATA[From the management side...]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1564930]]></link>
        <description><![CDATA[I agree that micro-managing is not a good thing.  But, the problem that I have faced is that when you give your employees the lattitude to &quot;do their job&quot;, in some cases the job goes undone.  I have had to deal with several employees that were given many opportunities to advance, but chose to thumb their noses at me instead.  Today's society is teaching people that we are entitled to everything that we have (including our job).  I believe that I have to earn what I have.  I agree that management should respect and acknowledge their employees, but I also believe that the employees should respect and acknowledge their manager.  When I am respected (I did not say &quot;liked&quot;), I am much more likely to give extra opportunities for advancement and micro-manage less.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1564930]]></guid>
        <dc:creator><![CDATA[mays316]]></dc:creator>
        <pubDate>Tue, 06 Jan 2004 06:57:03 -0800</pubDate>
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    <item>
        <title><![CDATA[Go Out Drankin' &amp; Limit Meeting]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1536648]]></link>
        <description><![CDATA[I find it especially effective with my people to make time (work time) to go out and do something everyone wants to do.  We went out to a bar/resturant and ate/drank and played pool.  We scheduled a putt-putt tournament, but scrapped it for more beer and spades (cards).  Just what everyone wanted to do.Another thing I always do is to keep office meetings as brief as possible and to only have maybe on a month, if possible.  In my experience, Americans mostly despise meetings and IT guys would rather be playing with this method or that software than talking to other people in a formal meeting.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-1536648]]></guid>
        <dc:creator><![CDATA[melekali]]></dc:creator>
        <pubDate>Sun, 12 Oct 2003 23:34:08 -0700</pubDate>
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    <item>
        <title><![CDATA[Training]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-760331]]></link>
        <description><![CDATA[I like to see employees who take the initiative and suggest training they would like attend. This request should be well thought out, including how the training will benefit you and the company.If a manager denies your training/seminar request ask why, determine the source of the denial.  Sometimes a manager is reluctant to tell you the training budget has been slashed.  If the training is really that important, especially for personal development, then ask to for the time off to attend on your own. I admire those employees who request time off to attend training they paid for themselves.  This shows me initiative and a general desire to obtain the tools to be successful.  This may help you in the future when discretionary training funds are available.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-760331]]></guid>
        <dc:creator><![CDATA[Jcritch]]></dc:creator>
        <pubDate>Wed, 30 Apr 2003 23:33:00 -0700</pubDate>
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    <item>
        <title><![CDATA[Words of wisdom.]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-759183]]></link>
        <description><![CDATA[The best manager I ever had once told me that manager&amp;#8217;s job was to &amp;#8220; Find qualified, self motivated people. Provide them with the tools they need to do their job. Make sure that the work environment was compatible with the workers and the goal. Provide a well-defined goal and then get out of the way. However, always be available to provide guidance and feedback.&amp;#8221; I think that this covers most everything brought out in this article.dce]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-759183]]></guid>
        <dc:creator><![CDATA[d_ellis@...]]></dc:creator>
        <pubDate>Tue, 29 Apr 2003 02:38:48 -0700</pubDate>
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    <item>
        <title><![CDATA[If you manage managers]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-758364]]></link>
        <description><![CDATA[If you manage managers make sure that they know what's going on at the top and that they communicate it to their subordinates.It's very frustrating to be at the bottom of the pyramid and see a company-wide project that you are working on apparantly grind to a halt.  It's supposed to be important but you aren't getting the resources, you aren't getting direction, and queries passed up the chain of command are not answered.If it's not possible to complete the project and it's politically impossible to abandon it; ask for help!  Explain the problem.  Communicate!!!!!]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-758364]]></guid>
        <dc:creator><![CDATA[draco vulgaris]]></dc:creator>
        <pubDate>Mon, 28 Apr 2003 01:27:46 -0700</pubDate>
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    <item>
        <title><![CDATA[Don't Forget]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-758272]]></link>
        <description><![CDATA[Managers, actually all people, should not forget that everybody carries a sign, &quot;I'm Important&quot;  There are some where the sign is smaller than a nametag, these folks are in the minority.  Some have a sign that begs for a little consideration which are in the majority.  Of course we do have people who have a sign so large that they can't see over it and sadly enough there are a lot of managers in this category.  If we keep this in mind we will become more sensitive to people we interact with andthus become more effective as managers, workers and just plain people.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-758272]]></guid>
        <dc:creator><![CDATA[lou.rizzo@...]]></dc:creator>
        <pubDate>Sun, 27 Apr 2003 23:45:22 -0700</pubDate>
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    <item>
        <title><![CDATA[Do: get the training you missed out on]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-756621]]></link>
        <description><![CDATA[Back in the days before the ubiquitous workstation flattened management pyramids, there was a job level called the &quot;supervisor.&quot; Supervisors focused on the work done by their subordinates and on the development of the subordinates themselves. They were not overwhelmed with management issues, they did not spend most of their time in meetings, and an open-door policy was written into their job description. This had several advantages. A good supervisor either already had good &quot;people skills&quot; or learned them on the job. A bad supervisor was flatlined on the org chart and was never allowed to become a bad manager. A good supervisor passed those &quot;people skills&quot; on to his subordinates. The ones who learned eventually became supervisors, and if they learned more at that level, one day they were promoted into management with the confidence that they had the right background and attitude. That rite of passage no longer exists. People are promoted into management for the worst possible reason: good technical skills. Management classes and seminars are available everywhere and they are not expensive. It is a good investment in one's own future to take advantage of this training even if it is at one's own expense.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-756621]]></guid>
        <dc:creator><![CDATA[DC Guy]]></dc:creator>
        <pubDate>Thu, 24 Apr 2003 00:00:54 -0700</pubDate>
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    <item>
        <title><![CDATA[Business Currency]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-756619]]></link>
        <description><![CDATA[Looks like the staff places a heavy emphasis on the currencies (in order of implied importance) of prestige, security, knowledge, and time.  Money is at the bottom.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-125703-756619]]></guid>
        <dc:creator><![CDATA[Oldefar]]></dc:creator>
        <pubDate>Thu, 24 Apr 2003 00:00:17 -0700</pubDate>
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