A Manager’s Guide to Human Behavior by Matthew Reis and Judith Geller

By Matthew Reis and Judith Geller

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Your behaviors can be modified and controlled on a day-to-day basis. You may want to know what should be emphasized and what you should cut back on. Perceptions – This is how others see you and can be the most subjective area. Perceptions may be judgments or attributions (such as your intent) about your actions. It does not matter if these are right or wrong, as this is “reality” for others, and can be crucial to your career. Generally, perceptions are directly connected to your behaviors and demonstrated abilities.

He decided to fly point to point using one type of plane and not assign seats. He also combined this with a culture of fun, low prices, and incredibly efficient operations. The airline has been consistently profitable and is heralded as a true leadership success. Dr. Muhammad Yunus, Grameen Bank (Founder and Managing Director, 1976-present) Dr. Yunus is a Bangladeshi banker and economist who founded Grameen Bank in 1976 to lend money to poor people who could not qualify for regular bank loans. His concept of “microcredit” has allowed loans to millions of people and the bank is 90% owned by the people themselves (10% was purchased by the government after it legislated the bank as independent in 1983).

Managers who experience a major set-back or fail to reach full potential in their careers are commonly described as having derailed or gone off-track. To avoid this, you need to really know yourself to be effective in a variety of situations. This includes knowing what your true abilities are in relation to what is required by the job, as well as knowing when you are not good at something. These insights can also help you surround yourself with people who are strong in areas where you are not. Known weaknesses can be addressed or developed, but “blind spots” can be fatal to your career, and you may not know it until after you lose a sale, a promotion, or an employee.

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