vania-janet/multiturn-rag-retrieval-data huggingface dataset:
from my experience working in the family business, the first step is to make sure you HAVE the authority, one of the problems I encountered was that we were given managerial positions were we not empowered to do anything, which created many problems which comes to my second point, make sure you have clear roles and responsibilities, you have to know what you should be doing, if you don't, find out asap what you and your other managers are supposed to do, and lastly, make sure there is accountability and every family member and employees must be treated equally so that if your employees  or you yourself don't do something you are supposed to do, you can be held accountable for your actions, you won't believe how easy family members get special treatment, how family members miss deadlines and nobody cares, and how family members are managers when really they are just daddy's spoiled puppets being there to be peons (not to think), and Facebook more than usual. I recommend you read all literature you can get your hands on on dealing with family Enterprises and how to deal with common issues, good luck, I for one am desperately searching for jobs outside the family business because I can't take it anymore.
If you can make all the employees feel superior in some way on a regular basis, they may start to associate feeling good with being at work. Whether they see that as humor or as inspiration, it's probably good for business.
Read the game of numbers by nick Murray.  You have to find money to call yourself a money manager and most of the job is sales. You won't stay in business if you're bad at managing it, but step #1 is finding something to manage.  Hani
What's easy? Debt, personal, marketing related finance.   What we look for in hires is simple though - modeling skills (everyone thinks they're better than they actually are) and case analysis (same story). If you can get those two under your belt, and a good school under your name you should be good.
"Do you have any idea what a product manager does? It's a pretty accurate description of the job.  The PM is responsible for strategy, direction, product/market fit, features, roadmap, and pretty much everything associated with that product. You own the P&amp;L. The buck stops with you when it comes to the product.  The ""CEO of your product"" description is the classical description of what a PM is, because you're running an entire line of business that can be worth hundreds of millions of dollars."
"Absolutely! Superstar employees are a conceived threat to management and managers who know they they are not to the level of those employees and those employees may gain too much power, etc. Pure political games.  Also, once you get rid of a superstar employee, you need to hire 10 other people to replace that person... who will make a big mess... so you need even more managers/management and also more employees.  It's very simple.  The only reason superstar employees keep their job is the fear of a big mess if they are let go.  Also, NEVER EVER(!) promote those superstar employees, despite the urgent need for their talent to be transferred to others and use their talent in higher up positions.  I am a Superstar employee, 20 years in my company, know things and systems that no one else knows and systems I created are responsible to 90% of sales. I am not kidding, I am not making up things and, yes, I can brag. I do the work of at least 10 ""normal"" employees.  Despite that, I would have been fired long time ago.  I did not and will not... for next 4 years... until my planned retirement, when I want to get fired.  I am smart to not get fired because I limit the ton and arguments I have with the ""enemies"". I am also very passive-aggressive. I found it much better to let them go their way and watch them and ""help"" them fail. Why do they fail? Because I know they right way, and because I know the right way, they will automatically select another way which is doomed.  **Think Dilbert! This comics are actual true and accurate representation of what happens in almost all companies.**  Oh, the stories I can tell you! I am 20 years in the company, and many many ""brilliant"" managers came and let go.  Lastly, I am well respected in the company, but the ""enemies"" who don't like me make it not so nice at times for me.  P/S: an even bigger superstar employee than me, a friend of mine, a different company, was let go because of politics. He told me that his work is now done by 16 new employees and a big mess still going on. I am totally believe him and not surprised at all."
"Ya it definitely helps, however it's not a must.  Being a good leader is more about getting the right team together than being a visionary in technology or something of that sort. I think understanding technology is on the ""wants"" side of the equation, not the ""needs"" for when it comes to a great CEO, that's why the team aspect is what matters most in my mind. A great CEO will build a strong team around him or her and fill in for any missing skillsets he or she is lacking."
"Most of what other ppl are suggesting can be be filed under ""be a good employee"" which it sounds like you already kind of are as a waitress which is why he asked you to interview with him. Things that are maybe more specific to the finance world that can help you out would be more helpful for you. A huge thing I've seen that assistants can do that can be very helpful is to help their boss catch things they may otherwise be too busy to catch themselves. If you can save your boss an hour or two and get him the information he needs to make a more informed decision yourself you will find yourself an invaluable member of the team. Maybe you can suggest the following plan in the interview: - See if you can figure out what types of investments they make and what they specialize in (PM me if you want don't want to share the company name here and I can maybe help you figure that part out) - Set up Google Alerts for anything and everything that might be of interest to the firm. Maybe he invests in certain industry verticals and needs to follow all the trends in that industry very closely. Maybe he handles a specific customer and needs to know anything that might affect their positions in the market. You won't really know any of these details before you get the job but asking the right questions in the interview can show that you are taking an initiative. - Spend an hour or two in the morning (before markets open preferably) preparing a ""Things to Watch"" memo based on his meetings for the day, funds/companies he might be investing in, or general macrofinance trends that he will need to watch out for potentially. This should include things like earnings calls coming up, news announcements, changes in important market indicators, or new reports from market movers (like [Bridgewater's Daily Observations](https://www.bridgewater.com/research-library/daily-observations/)). The goal is to make it so he doesn't have to spend too much time researching these things himself but obviously if he wants to he will have to read up on it himself - you should just give him the ""big picture thesis"" of what's going on and he can take it from there. - Talk a lot about optimization.
"When I was getting my Business Admin degree, WFM was the hot thing because of the current ""green revolution"" and I had tons of access to management at all levels because of my job. So I pretty much built all the work on my degree around them. Nothing quite like having interviews with regional buyers and store managers as a primary source on a paper or project.  Quite frankly, I think Mackey was pretty much just lucky. Most of the people I interacted with while I worked there had zero sense when it came to any sort of long term strategic positioning within the industry (which is why the activist investors have been pushing to get Mackey to sell). Now that they've actually begun to have competent competition, the cracks have really started to show.  Honestly, instead of trying to expand at a breakneck pace like they started to five-seven years, they should have looked internally and instead begun to examine all the cost-saving measures they could on their supply-chain, management structure, and IT systems while they were the darling of both consumers and the markets, and had the profits. Instead, they attempted to triple the size of the business in just a decade (funded by increasing the prices of their products even more), and really destroyed all the cultural goodwill they had going for them. Then they started expanding into areas that weren't as affluent, trying to do these longshot deals with no cohesive strategy other than ""people like us, they'll show up.""  Seven or eight years ago, people were excited when they heard I worked for Whole Foods, and wanted to ask me a million questions. Now they find out I worked at Whole Foods and they're just like ""Fucking A that place is insanely expensive, and all the employees seem miserable."""
"GE have two problems as I (a GE alum) see it.  1.  Short-termism in middle management.  If you're a middle manager at GE, you're desperate to make ""E Band"" - the named Executive rank.  To get there, you can't be in your role for more than three years, but ideally two.  So you won't begin, support, endorse or participate in any project that won't see measurable financial results in &gt;24 months.  That's lunacy.  What this means is that to show ""impact"" at GE, middle management bash together some flimsy band-aid for a real problem.  They'll generally call it a ""template"" or a ""best practice"", even if it is neither.  They'll put it on the GE intranet as a ""workflow"", and tell everyone to use it.  Then they'll call that improvement project complete, and move on to their next job.  2.  Matrix environment.  Currently in vogue, I get it.  Here's how it's poison to GE.  There are middle managers in GE who report to three different people, and have no-one reporting to them (or very few people).  Therefore, to get anything done without resources of your own, you have to go around begging and borrowing other people - under the guise of ""matrix environment"".  That has two issues: firstly that it relies on the influencing skills of the middle-manager (don't get me wrong, influencing skills matter, but they're not the #1 skill required to move the needle), and secondly that it relies on the bandwidth and the ability-to-say no of the resource.  Busy people say no, and busy people tend to be the best.  Weak people can't say no, and they tend not to be.  All this gives GE fairly crappy solutions to fairly fundamental problems.  tl;dr: Incentives and Organization at GE lead to sub-optimal outcomes."
As someone who has an AMAZING boss, it really is a delight. It has an impact on so many facets of work. I came here simply to state that it's wonderful and everyone should strive to find this. I do think at some point money and raises become a need no matter how nice your boss is, but a good boss certainly softens the blow.
Generally speaking, yes management consulting is a con.  On the other hand there are some truly insightful people who can, with one idea, improve a company by XX%.  The trick with this as with other advisors is to keep your head and keep searching till you find the real thing and cross your fingers that you will recognize it when you do.  That's life.
I don't want to argue any, either, I'll just reiterate what I was originally trying to get at:   Your boss/owner/manager is dependant on you creating enough value to pay their paycheck as well.  Managers do not directly create value for the company.  They might bring in deals, they might 'know' someone, etc.  but in the end, workers make the product.  If a worker leaves, they'll just have to get another one, or that value ceases.  Taken to the extreme, they'd be a company of bosses &amp; managers, and no work at all being done.  (but plenty of TPS reports done with the correct cover sheets.)
"As has been said before: Tell stories. I got a job with an awesome hotel company because I told a story of how I worked for my dad when I was 5, making change and telling his customers to ""have a good day"". This story showed my lifelong commitment to hospitality and the kind of spirit I would pass on to their guests. So find a story about yourself that shows how you embody a key tenet of the spirit of your company and tell that story. Smile while you tell it, remember it fondly, and use that to sell just how PERFECT you are for them."
"Bieber has some very smart managers that work for him that use his social status, fan base, and money to invest in growing tech companies looking for the next ""Google."" These managers label his image on these companies and the fan base follows, thus gaining them a profit without having to work too hard to gain customers since Bieber's tweets alone are enough for advertisement."
Are you looking for someone who could motivate you to achieve the heights of success? Mitesh Khatri is the man, who can boost your morale and instill positive thought within you. His inspiring speech and effective messages can bring a huge difference to your approach and attitude to do better in your career. http://miteshkhatri.livejournal.com/283.html
Not always true. A few good companies understand that if they hire the best, and pay for it, they will outpace their competitors through sheer quality.   But keeping wages low is just easier to do than finding and hiring the best, a managing the whole thing well.
"That's weird, because I think of money managers as people who ""manage money"". Based on the history of the Medallion Fund, the fund seems to consistently turn money into ""more"" money, and rarely seems to turn it into ""less"" money, which seems to indicate that it's pretty good at ""managing"" the ""money"" that it's been entrusted with."
Go to glassdoor.com &amp; do some research.  “Corrupt Middle Management Not Noticed By Christian Owners ”         Current Employee - Senior Underwriter  in  Cincinnati, OH  Pros  Don't have to do much to get paid. Slackers are rewarded.  Cons   Middle and top management below the owners and their direct reports are corrupt. They violate the rules they make everyone else follow and look to pad their own pockets off of the profits earned by those below them. Notice that ONLY the Interns think this is a great company. Over the past 5 years, with the change in human resources management the company consistently lets go of top knowledge and top performers...who are over the age of 45. Advice to Management  Clean house, starting with top human resources leadership. Those at the top of human resources are incompetent. That's why you pay so much for consultants and nothing changes. Read the reviews - the benefits are not even comparable to what other companies offer. So much money is spent for consultants to do Total Rewards work. Top human resources leadership doesn't respect anyone, including the rest of the C-Suite and the owners themselves. Other executives are called names and their lack of political savvy is commented on in front of staff level employees regularly. They describe themselves as the puppet masters; guess who the puppets are? The owners are too good of a family, have done too much good for Cincinnati and have too good of a company to let these corrupt human resources leaders tarnish their good name and strong business.   Doesn't Recommend   Neutral Outlook   Tl;dr: Looks like interns get paid 15/hour, &amp; it'll be a good intro on how to deal with corrupt, conservative management.
Glad I could help! I really got a lot from the theory, although full disclosure I didn't read the whole book, we just studied it in class. I'm a supervisor at a paintball park while I'm at school, and the thing I always admired most was how they made everyone feel like they had self worth. You could be the seasonal employee, making minimum wage, and you still knew you were valued by everyone, as long as you did your job. Everyone played their own role, while some were more important, the whole thing falls apart if its missing a small piece. Your question about IT is just like this. Even though the IT guys might be technically small potatoes next to the big time salesman, he still needs functioning computers or else he can't do business.
Start with researching in the field of Organizational Behavior, that's the *broad* name of the field you're looking for.    1. This guy on youtube is pretty cool, just don't get sucked in his promotional stuff (take the free stuff) https://www.youtube.com/user/ramitsethi  2. **Read for Robert Greene: Mastery, Seduction, 48 Laws of Power**   3. Maslow Hierarchy of needs   3. Read: How to Win Friends and Influence People      Just for kicks: read: Snakes in Suits: When Psychopaths Go to Work.  Hope this helps.
"You might try just asking him, in private. Don't accuse him of misbehaving, just ask how you can improve, which he'll probably tell you if there is some real reason.  ""Hey boss, I just wanted to take a minute to check in. I'm trying hard to do a great job. Do you have any suggestions on how I can be a better team member?"""
Having been both I see the pros and cons Employers: I personally hated all the paperwork.  Government forms, legal protection, insurance, taxes, payroll, accounting, year ends, bank accounts, inventory tracking, expenses. The best bosses don't worry about the product, they worry about maintaining an environment that is good for the product.  Good employees who are happy will make good products that you can sell to customers who are happy with your company. I personally went back to employee because I wanted to go home at night and forget about work.  Employers cannot do that.
There was a comic (which I thought might have been on the oatmeal, I can't find it, found it originally on reddit though) where they show a guy who's great in his department and is promoted, great again, promoted, repeat until he's not great... but then they can't demote him, because his old spot's filled, so he's stuck there where he sucks.  edit: apparently [tuna-fish2](http://www.reddit.com/r/business/comments/nfc8k/famous_last_words_by_bosses_ive_had/c38pfza) says it's the Peter Principle
For sure, a thirst for experience is absolutely a positive thing that will benefit you. I think the lack of ambition might be prevalent in all aspects of work, however. There were definitely the high-achieving people at my office and the ones that couldn't have given two shits how they were performing. Just recognize who's doing a great job and who's really dragging down the team and adopt the habits of the high-achievers. That's how I've always viewed it, anyway.
I say get rid of the awful ones but keep the good ones. Man, oh man, have I worked with middle managers that took care of a lot of mundane stuff like interdepartment relations, politics, filling out applications and having to even deal with tech support. I'm not sure if I want to deal with the suits or not.  Now, there gets to be problems when you overdo it with the layers. Also, it gets problematic if too many back-scratchers and people protective of their own asses get involved.
*Paternity* leave. The situation now allows managers to hire a man over a woman because he can't take off when he has a child. Requiring that he be offered the same or similar option reduces or eliminates that incentive for hiring a man instead of a woman.  Another way of looking at it: most people think that the way to promote hiring women is to make them better potential employees, but another way to do it is to make men worse potential employees (by giving them the same time off).
Hey i work in the finance sector at management level. For the role you are applying for time management is a must, make sure you have some well prepped solid examples to go through. Same with stakeholder management, try to think of examples where you've had to influence the opinion of others.  Has the firm given you a structured answer format to follow? If not i would recommend you follow the STAR format for each question as its easy to pick up... Situation, Task, Action &amp; Result... Try to throw in what you learnt from each experience too.  Remember to take have some questions ready that you would like to know about the role or company... Questions like 'what would success look like in this role' are always good.  Good luck! Got to go for food right now but feel free to contact me if u need any advice
I wish that were the case. He did things that had one of my own employees done it I would have fired them. He was/is able to act with impunity because his boss just wants things done. He gets them done but there are often problems, things need to be explained upwards and downwards, confusion and resentment ensue and people are not communicated with who have active, relevant roles in things that need to be communicated about.
"People who choose ""good enough"" (satisficers) tend to be happier than people who choose ""the best"" (maximizers), see link.  So decide you want to be a satisficer for most decisions, and then work at it: deliberately limit the amount of time you spend on a small decision, and celebrate a non-optimal decision.  Decide to be good to yourself, and say it out loud.  Practice the skill."
I got really lucky. I was hired on as a entry level employee at 80 at a small company and then an assistant manager ended up going to a different company and they needed someone to promote. They decided to go with me and groom me to exactly how they wanted as opposed to someone with more experience.
"&gt;Most jobs have fairly standardized raw inputs.  No, in fact, *most* jobs do NOT have such things.  There are often ""idiot managers"" who may *think* they can break everything down that way -- but they are a product of academia (MBA's) and really don't have a clue what is actually going on, or how to actually manage anything."
"Yes and no. Any great idea, excluding new technologies/discoveries, usually involves a trade-off. Good ideas taken to their extremes usually are pathological. I've generally worked in the open communication environment Musk describes for most of my career for 25 years and I've seen where it works and where it doesn't, and what Musk's email misses is where it doesn't work. It is a good *starting point*. For one thing, there need to be filters. A VP, Director, Senior Manager, CEO, or other higher up cannot deal with 1000 emails per day for ideas, criticisms, etc. He does mention avoiding ""chit chat"", but employees with ""good ideas"" for technology or business do not see their suggestions as ""chit chat"". Most actual *good* ideas from juniors are too low level for senior management, such as different platforms, coding methods, etc. Most ideas that senior management are needed, like company direction, organization, etc., require a sophisticated knowledge and experience of business, contracts, etc. Most of the junior ideas I've seen, including my own, were bad ideas that came from lack of experience in business. Or take some new HR policy. Imagine the thousands of direct responses of people straight to HR on the policy. That would grind things to a halt. The whole purpose of direct managers and supervisors is to filter information down, up, and sideways so that other people can do their jobs. You don't want to have high-value people (knowledge, experience, specialties) spending their day dealing with emails and other people's ideas. You want them providing that value to the business. So you need filters -- people who can recognize the good from the bad and pass on the bad. That could be direct managers at the employee's side, or it could be administrative help at the department's side. Either way, it's necessary to be efficient. Then there's the problem of including all stakeholders. If you are junior and work out a solution to a problem with a junior in another problem, but in implementing it you break a whole system (which I've seen happen), you've just caused a lot of harm to the organization.