Khin Maung Nyo (Economics) - Manager Pauk Sa

Unfortunately, many companies do not carefully select the people they will hire for managerial positions. They only look at how good the person is at the tasks they are given. The best person is not always the best manager. Many companies choose based on this assumption. The theory they hold is that past success is the best indicator of future success.

It's true that it's important to have a track record of success and hard work in your life and career. But being the best doesn't make you the best leader. There are many reasons for this. If your current job doesn't require you to interact with other people, then you're probably good at being alone, or being a loner.

It's great that you're a hard worker and excel in your current position. But that doesn't mean you'll become a successful manager.

Being a successful manager requires other skills that a successful employee doesn't have.

Some companies have management courses. Some courses are good. Usually these courses are given to people who have been managers for many years. It is better to give training to those who will be managers, to those who will be managers. If you give this, you can think about it and avoid making mistakes. As trainees, you will be able to evaluate yourself early on whether you have the ability to lead others easily or not. There are people who say that after a long time, they should go back to their old job because the promotion is not suitable for them.

There is a saying: “Don’t want too much of what you can’t have.” Some people are so obsessed with the status and salary they can get, they don’t have time to reflect on themselves and see if they are suitable for those responsibilities.

Octopuses

Some people believe that if they want to get something done well, they can do it themselves. People with this mentality are not good leaders. This is because they have a hard time delegating. We have seen people like this. They give away small tasks that anyone else can do. If there is something really meaningful to do, they put it aside for themselves. Then they work until late at night. They take their work home on their days off. I am not saying that they do not need to work overtime. It is true that sometimes they need to work overtime. But people who work overtime all the time are poor managers. They do not trust their subordinates. They only delegate the most important things. They often say, “We do not know how to train our subordinates.”

In fact, employees are often more capable than these octopus-type people believe. The reason I use the term octopus here is because these leaders tend to take on all the responsibilities as if they were their own. Then they get tired of doing the little things.

There must be an octopus in your office. I hope you don't work for an octopus. If you work with an octopus, it will be difficult to get promoted. He won't give you a job that will leave you stuck in a situation where you can't do anything and take responsibility. Then you will never get a chance to show what you can do. You will never get a letter of recommendation from an octopus that says you are suitable for promotion. He thinks of himself as a person. He often says that his people don't take responsibility because he has to do all the work with all his hands. In fact, it's not that his subordinates don't take responsibility, but that he never admits that he doesn't delegate responsibility.

It's sad to see people like Rebabay. These people are not really good for positions of responsibility. If he doesn't get promoted, he'll feel really bitter. He thinks no one works as hard as him. But there's a basic truth that these people don't understand. That's why they never become irreplaceable. They forget that if you're irreplaceable, you'll never be promoted.

The reason I'm talking about people like Reba is because I don't want you to become one of those people. If you become one of those people, it won't be easy for you to get promoted. One possibility is that your top executive is also one of those Reba. If your top executive is one of those Reba, the whole organization will suffer. That executive may die prematurely. This doesn't mean that those who die prematurely are managers like Reba.

Another characteristic of the octopus type is that he is not a person who takes long breaks. He takes only two or three days off at a time. He thinks that the company cannot continue to operate without him. I have also met octopus managers who are ready to retire but do not retire. They think that if they retire, they will have no reason to live. Their focus on work will be lost. In many minority organizations, new managers are selected with the recommendation of their current supervisor. If you are lucky, you will work for one of these people. These leaders give their subordinates a lot of authority. Then the department gets a good reputation. It has a reputation as a breeding ground for future managers.

When people are chosen to lead a company, they are often judged by their connections to their superiors. If you are not in a company, you are lucky. If you are related to your superiors, it is difficult to take on additional responsibilities under such circumstances. You may have power. But businesses today are not authoritarian systems. You cannot say that they will do a good job for you just because you are put on top. If you are the son or daughter of a superior, you have to prove yourself. On the surface, they will seem to respect you. But let's face it. What people say to you is not important. What they think of you is more important. The way they see you affects the way they act. If you are related to your superiors, it is a good idea to have some experience somewhere before taking on a supervisory role in your relative's business. But when many people like you are not in this situation, look at the other problems you will face.

In many organizations, you are not chosen for a managerial position because you have the technical skills or the expertise. You are chosen because someone sees a spark of leadership in you. You will have to work to nurture that spark.

Leadership is hard to define. A leader is someone who others look to for guidance. Someone who is respected for making strong decisions. When you develop the ability to make strong decisions, it becomes a habit and a habit that will eventually lead to the right decisions. You start to believe in yourself that you have the ability to make decisions. That starts to build your self-confidence. The more you build your self-confidence, the more confident you are in making difficult decisions. - Some large companies have a structured management program. They usually hire people straight out of college. That's a disadvantage for people who are already in the company, who could be great managers if they had the opportunity. Many of these programs are well-structured and extensive. People who are hired straight out of college may be great managers. Or they may not. It is wrong to assume that you can always become a good manager by trying to improve yourself and by managing others. It is also wrong to assume that you will be a good manager after you have been put through management training. The effect of such a program is that the trainees are not given supervisory responsibilities until they have completed the training. Such programs are sometimes successful. If you select people from a variety of places, both inside and outside the organization, these programs are most successful.

A leader is someone who can see the future. He or she can see what the consequences of his or her decisions are. A leader is someone who can set aside personality issues and make decisions based on data. This doesn't mean that you should dismiss people and personalities. Never dismiss them. But treat people with genuine love. Don't let people's feelings and opinions dictate the facts.

There are many reasons why people are chosen as managers. If the reasons are solid, your new subordinates will accept you well. Most people will.