MB NEWSLETTER #2
COUNT BACK YOUR 15 DAYS!
Before you proceed, Must Watch something worth https://youtu.be/mA1y3_Rf9L0
Happy Reading https://youtu.be/GHErwWV4cqI
LET'S GO THROUGH THE CHECKLIST BELOW
- My members are engaged
- They are clear with what they have to do and how they have to do.
- Each member has a clear and tangible target.
- I have a plan for October (concrete one)
- I have taken a meeting on my own.
- I know which member is doing what and the his/her contributions
- I give weekly updates to my VP
- I know what is lacking in my members experience.
- My members look up to me
- I have completed 10% of the set target
- I know when my members will start performing.
- I can share my problems with my MB Members.
- My MB members respect my portfolio
- They help me in improving on my loopholes
- I feel I have another team apart from my own team which I am leading.
- My MB members respect my portfolio.
- We are accountable to each other.
How much did you score out of 17?
Yes, Its not about you as an individual handling a portfolio. Its about you and your team. The one which you are leading and holding responsibilities for and the other one who are just like you striving to achieve targets in their portfolio. This is the time when you become a support to each other and work together as a TEAM! 15 Days of your journey being a TL has passed away. 75 more days to make (your and the people who are connected with you) experience count! MAKE IT MATTER!
WATCH THIS TO KNOW WHAT TEAM IS https://youtu.be/GHErwWV4cqI
TEAM || THE KILLERS
TIME TO TAKE EFFICIENT AND EFFECTIVE MEETINGS
One problem commonly afflicting meetings is unclear objectives. If you’re not exactly sure what you’re trying to accomplish, you can be sure it won’t happen quickly. As a team leader, it’s your responsibility to have clarity about objectives. Consult with another team member if you need to; a little extra time at the front end will save more time at the back end.
2) Spend twice as much time on the attendee list as you normally would.
Ask yourself, carefully: Do all of these people really need to attend? Or could some of them just receive a brief email summary or quick call afterward? If you can reduce a half-hour meeting list by, say, four people whose presence isn’t essential, that’s two hours of productive time effortlessly returned to the organization.
3) Schedule the meeting for the half the time you originally intended to.
Meetings are like accordions – they stretch naturally to fill the allotted space. If you schedule a meeting for an hour, you’ll probably take the whole time, even if a fair amount consists of amiable, random off-topic conversation. In all likelihood if you schedule that same meeting for 30 minutes, you’ll do what you need to in the tighter time period. Try two-hour meetings at one hour, one hour meetings at 30 minutes, and 30 minute meetings at 15.
4) Don’t start 1 second late.
Way too much time is wasted on late arrivals. The simple solution? Don’t wait for latecomers. Start the instant you’re scheduled to. Soon enough people will get the idea… no one likes to be embarrassed by straggling in during the middle of a cogent discussion. Do this a few times and you’ll develop a reputation for promptness.
WHY DEVELOPMENT AND GROWTH MATTERS?
1) People care if you take a genuine interest in their future. Emphasis here on “genuine.” Development planning should be something a LEADER takes a real personal interest in – not an HR-driven mandate.
2) It helps builds loyalty, and loyalty increases productivity.
The logical corollary to point #1. Taking an honest interest in someone builds loyalty. Loyal employees are more engaged. Engaged members are more productive.
Others fill it as soon as possible: (polite words)
Here is the link: