I am awesome

I am Awesome I am Awesome Working harder probably for many hours in a week to climb the ranks to senior positions is not usually an easy feat. For sure, one is good at what he or she is doing in his or her right, but this does not mean there is no room for improvements. Today, I am talking about quality, not quantity, therefore, what makes up an awesome manager? The answer to this question is subjective. As an awesome manager, I always listen to my staff. This gives me an insight that I am doing a good job, and my staffs feel that they are truly part of the organization. One of the faults many managers do is the tendency of being dismissive to the staff. Awesome managers listen to the staff since they offer insights on how to run the property better.
I always share what I know with my staff not only to foster a sense of empowerment but also to make my job easier. Teaching is part of my job as I equip my staff with knowledge and skills that they can use to perform their job without constant supervision. Having regular collaboration sessions with my staff gives me a well of ideas on areas to improve in including customer satisfaction. Dedicating some little time a day to read industry news keeps me abreast with the current affairs and emerging trends in the industry (Daum, 2010).
I always ask for help since I cannot pretend that I know everything. Even though everybody expects me to handle virtually everything that comes my way, I have limitations just like any other human being. I do not get embarrassed to admit not knowing an issue if confronted, and this helps me to get help from my staff.
I am liberal and welcome criticisms. Instead of being defensive, I take criticism as a stepping-stone to get better at the job. I also motivate my staff and challenge them to achieve bigger. I give credit where it is due and goes an extra mile to know my staff at personal levels. I don’t micromanage my staff and always have the organization’s interest at heart.
Reference
Daum, K. (2010). Pursuing the awesome experience. Leader To Leader, 2010(56), 26-31. doi: 10. 1002/ltl. 411