| You cannot consider yourself as a good manager | | | | your business. Hence conflicts can aid in helping |
| if your inference is based on the satisfaction | | | | and improving the knowledge of each other. |
| expressed by your employees. On the other hand | | | | The third trait expected in you is to be firm in |
| you can proclaim that you are a good boss if | | | | you decisions. This trait is more powerful than |
| your productivity is better than the others. Being | | | | what you expect it to be. Once you set an |
| a good manager is to a certain extent a | | | | example for the other workers by firing |
| combination of those things. You have to be good | | | | someone, they might begin working really hard |
| with your employees and at the same time | | | | for the fear of losing their jobs. But on the |
| ensure productivity is achieved in order to sustain | | | | contrary, if they realize that you are just issuing a |
| the successful operations of any business. There | | | | bare threat, they will be sloppy on their jobs and |
| are so many theories postulated about how to do | | | | your business will be at loss. If you do not |
| this but this article will give you a simple list of | | | | implement a decision firmly, your workers will |
| them, compiled from all those theories for you to | | | | think that you are under confident and will ignore |
| refer easily. These are simple traits that are both | | | | you in your future decisions also. To show them |
| practical and easy to implement by any manager | | | | that you mean what you say, get people to work |
| or business owner immediately. | | | | by terminating those who do not perform proper |
| First and foremost trait is to listen to your | | | | work and have bad etiquette or who do not |
| employees. Following this simple aspect helps to | | | | meet the standards of your company. This will |
| achieve two purposes. When you listen to your | | | | ensure that you retain only the best employees |
| employees, you will be able to know their | | | | and you mean business. |
| concerns and at the same time, you will be able | | | | Contrary to the previous trait, where in you |
| to know the state of your business. After all, the | | | | exhibited your firmness by firing those who are |
| first people that will tell you how the company is | | | | not doing their job, you also have to posses the |
| faring are the people who are on the front line - | | | | fourth trait of appreciating and commending the |
| your employees. | | | | people who are doing their job very well. There |
| The next trait that you should possess when you | | | | are so many companies who are efficient in firing |
| are a boss is to welcome conflicts. Conflict in | | | | incompetent people while ignoring those who do |
| general is a bad aspect but it is very worthy | | | | their job well. If you have a small business and |
| when you know what all benefits it does for you. | | | | you see good people, appreciate their work and |
| For example, consider a hypothetical conflict with | | | | provide complements or even a promotion. This |
| your assistant manager who does not understand | | | | will be an inspiration to other workers to work |
| or support your idea. To get some benefit out of | | | | hard and prevent you from losing good people, |
| this conflict, talk to the assistant manager and ask | | | | especially to your competition. |
| for a detailed explanation proving that the idea is | | | | These are the traits that you should develop in |
| wrong. This will correct your mistakes and help | | | | you as a manager or boss. Giving due to those |
| you to learn new things. On the other hand, if | | | | who do well and punishing those who are not |
| your assistant manager is wrong, you can explain | | | | performing well will ensure that you have the |
| everything to him and correct him. If your | | | | company running in the direction of success all the |
| assistant manager improves, it will be beneficial to | | | | time. |