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Chapter 1

COMMERCE 3S03 Chapter Notes - Chapter 1: Birds Eye View, Cold Hearted, Pattern Recognition


Department
Commerce
Course Code
COMMERCE 3S03
Professor
Frances L Tuer
Chapter
1

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Chapter 1 Your Manager Strengths and Weaknesses
Discovering Strengths
Strength - Individual attribute that arises from a natural talent that is supported and
reinforced with both learned knowledge and skills
Talent - Naturally recurring patterns of thought, feeling, or behavior; instinctive
abilities
o These patterns happen naturally and do not have to be forced.
o Until they are honed and strengthened and put to use, talents are merely
aspects of our potential
Knowledge - Facts, information, and experiences that are linked together to become
meaningful.
Skills - Accumulated knowledge that has been formalized into behavior steps needed to
adequately perform an activity.
o Skills are the final outcome from developing your strengths.
Criteria for someone’s signature strength:
o A sense of ownership of the strength
o A feeling of excitement while displaying the strength
o A rapid learning curve when using the strength
o A yearning to use the strength
o Invigoration rather than exhaustion when using the strength
o A feeling of motivation to use the strength.
Focus on Strengths
You excel in life by maximizing your strengths, not by fixing your weaknesses.
Most people can enumerate their weaknesses much more readily than their strengths.
Self-efficacy people feel they are being effective and making a positive contribution
10 Key Executive Attributes
1. Self-confidence assurance in one’s own ideas, judgments, and capabilities.
o Knowing and trusting in yourself
o Enjoy freedom and make mistakes without feeling down on themselves.
o A lack of self confidence can paralyze the manager into inaction
o Micromanaging over-controlling subordinates.
2. Emotion Control being able to keep one’s emotions in check so that they don’t
interfere with relationships and goal attainment.

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o These people can remain calm under pressure, hopeful when confronted with
disappointments, and optimistic in the face of tribulations.
o Low emotional control may be easily hurt by criticism
o Self-restraint the ability to think before you speak or act.
3. Focus you can keep your attention centered on a topic, situation, or task, screening
out distractions.
o Give attention to the immediate problem and then go back to the long-term task
without losing speed.
o Find it easy to say “no” to requests that interfere with accomplishing their
priorities.
o Typically good at meeting deadlines, even if they find the job tedious, because
they are able to push through the boredom and fatigue to see through it.
o Managers with low focus tend to look for distractions rather than stick with a
project to completion.
4. Objectivity able to observe other people and situations impartially.
o See the big picture including other people’s perspectives.
o Able to mentally stand back and take a bird’s eye view of self and others to
understand the rational basis for how to solve a problem.
o Take an unbiased view of your own performance, analyzing why something may
have gone wrong and learn from it.
o A good understanding of his/her abilities
o Managers low in objectivity make decisions based only on like/dislike.
5. Relationship Building sensitive to the needs of other people, positive towards others
o Treat people with respect, compassion and kindness
o A manager with poor relationship building may be insensitive to the needs of
other people, be too critical and negative toward others, or stay isolated while
working on tasks of personal importance.
6. Initiative Having a strong capacity to begin an activity without procrastinating.
o you don’t have a problem starting a project that you are not looking forward to
doing.
o Hit the ground running as soon as they get to work.
o No issue flowing into necessary work rather than avoiding some projects that
needs to be done.
o Initiative is revealed in the ability to reach out and include people, the
willingness to confront someone when needed, and take personal responsibility
to act on one’s own.
7. Goal-Directed Mindset the ability to look forward and define a goal or vision for the
future, then formulate plans and action steps needed to accomplish it.
o Do not get distracted by competing interests.
o People can see the desired future outcome, take steps needed to reach it
o Focus on the long-term rather than being pulled away by short-term
opportunities.
o People that lack this mindset can fail to focus beyond immediate outcomes.
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