What makes a Great Manager | Qambar Raza | Skillshare

What makes a Great Manager

Qambar Raza, Engineer + YouTuber

What makes a Great Manager

Qambar Raza, Engineer + YouTuber

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5 Lessons (36m)
    • 1. Welcome

    • 2. What is a manager?

    • 3. The 4 Myths of Management

    • 4. How do you motivate your staff?

    • 5. How to be a great leader?

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About This Class

If you aspire to be a manager or have been recently thrown into a managerial or leadership role and don't know how it works, then this class is for you. It will help you clarify the misconceptions about management and leadership, will teach you how to continuously get better and grow into your role and will allow you to question the practices that are out there with academic backing.

This is a summary of what is being taught to the management students at the University. You can get all of that without spending weeks in training. Think of it as a crash course to basic management concepts.

Lets get started !

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Qambar Raza

Engineer + YouTuber


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1. Welcome: Have you been put into a managerial role and you don't know what to do? Well, there are two things you can do. You can pretend to be a good manager and make mistakes and learn from them. Or you can attend this course and get some of the tools and practices that I will be sharing with you to understand how you can become a better manager. So my name is, and I'm a student of professional management at the University of our Hampton. So I'm paying 22 thousand pound to that university so that they can give me the tools and concepts about management. The reason I did that, because there are a lot of misconceptions out there online. When you Google about manager or leader, they just give you things that are completely irrelevant to management and leadership. What I found from setting this course is that a manager and a leader can be one person. So in the upcoming videos, you will see me discussing theories of management like Maslow's triangle, Bernice, parent, adult child, transactional analysis model. You will see me discussing theory X and theory Y. Things about self-leadership, how you can become a better manager, how you can flag on things and much more. So come and join me and let's get started. 2. What is a manager?: Either. So before diving into the main management course, I want us to go through a journey of understanding what a manager is and what it isn't. So when you talk about management, another thing that comes up is the leadership. Some people out there basically say that management is a better practice. And others say that leadership is a better practice. So we will be discussing those examples as well. So let's start, get started. So by definition, a manager is a person who is responsible for controlling or address shooting an organisation or group of stuff. That's the simple definition, but it doesn't give you much. So I tried to Google online and I found some slides up images which we're talking about. Boss, worse, a leader, a leader versus Manager. And what it was showing was a manager is telling people to do work and we're basically standing in front of the chain helping them move forward. But because I must turn off professional management and the Ministry of Hampton and, uh, have been engaged in academic conversations and reading books about management. What I understand is, this is wrong. This is not the right way to look at management. Many images that you're looking at completely talking about a different topic. It is talking about management styles, not talking about what Manager is. It's not talking about one liter is. So what is it that well, before we dive into what is a manager again, let's look at what leadership is. What's the difference between leadership and what is management? So a leadership is about people. So the action of leading a group towards a common goal. There's a really interesting quote by Dwight D. Eisenhower. He talks about leadership. He saved that leadership is an art of getting someone else to do something you want done because they want to do it. And that's very beautiful code and describes leadership in an, in its essence. So whenever we talk about leadership, we are talking about people, we are talking about emotional intelligence. You're talking about influencing. But when we talk about management, we talk about processes, we talk about administration. We talk about controlling the things around in the organization. So a person can be, a great leader, can influence things, but he may be lacking administrative skills and he couldn't take the project forward. So if you ask a leader, a person who has a really good leadership skills too, get things done. He may not be able to do it because he doesn't know how to do it. Whereas a person who has management skills can set some guidelines, can create PMs, can create processes and create a method of communication between all those teams. So that project is created, a project is planned and upper deck is basically moved to Dun. And while the teams are working on the project and manage, a person who has management skills can look at the KPIs, which is key performance indicators, and understand if the direction of the project is going right or not. Whereas while people are walking on those project, the need help. They need motivation. They need inspiration. That is what a leader, a person with leadership role, leadership abilities would do. Basically, they would help the people stay motivated. They would help the people to drive the project. So that's a major difference between a leadership and management. So what is a manager then? Well, it's a combination of both. A manager is a person who practices leadership and management board. So as I mentioned earlier, a leader would inspire people. He would motivate people. He would encourage people. Whereas a person who has management skills, who plan things well, he or she would organize things well. He, she would coordinate things well. So hope that clears the difference between leadership and management responsibilities. And what is a manager? A manager is a person who practices both of these things. Thank you. 3. The 4 Myths of Management: Hi there. So you must have heard that manages reflective systematic planners in this video, I'm going to prove that wrong. And just at that tree, more myths that I will be talking about that are related to the management. So city-owned. So let's start with a mid self-management. So the first myth is that the managers are reflective and systematic planners. The fact is completely opposite. Just gets, get interrupted from time to time. And the current focus on the job, like, like an engineer. So for an engineer, they can just take a task, focus on it, and finish it, and the job is done. Manager's job is never done. For example, the project that managers are supporting, one of the engineers in that team gets sick or something, the project might get delayed. That delay would cause dependencies for other teams as well. So the managers would have to communicate that effectively so that all the teams are aware. There is a delay that is coming up. After that delay, they have to set the right expectations for the customers. Valued job get never gets done based on the current. Even they had to shift and their schedule. They had to change what they were doing and they got interrupted from whatever they plan. So it's really hard for a manager to focus on certain thing, like an engineer who would get a toss, get it done, and the job is done for manager. That's not possible. Moving on to the second myth. The second myth is that they are effective. The effective manager has no regular duties to perform. Well. If you look at the president of the company, they are doing certain things on a regular basis. For example, just attending a ceremony where they are handing over a gold watch to their most loyal employee. Or maybe just going for a visit to another company to have a cup of tea. This position that they are in, for example, the president of the company and our director of the company, that position allows them to gather information or they are exposed to that kind of information that not none other exposed to this attending the ceremony, how's the manager to attain that information and then transfer it to their subordinates. It helps them get ahead of the game. They understand what's going on in the environment, what is going on in the company. And if there are any negotiation that need to be made to meet those negotiations and process them beforehand. So they have to do these virtual, virtual cup of T's are just attending a ceremony because this time attain the knowledge and information and get their jobs done. To admit is the management relationships are Howard go well, if you believe that, then you're in big trouble. The fact is manages strongly favor face-to-face communication. There's a theory about Managers, in their little book of big management theories book, is about management by walking. Managers prefer walking on the floor, talking to the people. Not just about work. It could be about football, but by walking around the attain information, they get information about current problems that are not formally civilized. So what they do is they talk to people not within their organization, but they talked to people outside the organization as well. That was an example in the book called simply managing by Henry Mintzberg. And we, Mintzberg basically says that if a manager finds out about a problem from the like, and they look at the accounting aboard. They find out that the companies getting going in loss and they are not aware about it beforehand, then not only themselves, but the company would be in danger in the future. So just by looking at, chatting with their customers about what's going on. So to check the, they get to understand what, what is the current position of the glide. If they're playing golf with their competitors, it would be a gossip. They they would know about it. And if it were a flex back in their company accounts and that they have lost that customer, then they were aware about it. And because they were aware they can make certain changes in the way the company is operating, or maybe just reach out to the customer and send thank you note in advance to save the company business from going into downfall. So this is really important for the managers to just have a chit-chat, not just within the organization, but the organization as well. Without a certain hierarchy. The food myth is that they like to maintain tight control. They like to control the activities, to light, to control their staff. They like to control the schedule. It's I mean, the fact is that they can't do that. Managers are controlled by the activities that are going on within the organization. They need to get things done and their schedule, the day-to-day shuttle is getting getting basically gets affected from what is it going need of the organization. As, as in my earlier example, where if somebody gets sick and there is a change in the schedule or delay that is going to affect multiple teams. They have to plan accordingly. So they can't maintain tight control and say OK. You can't get sick. You have to work from home or you need to finish this project, even if you are if you're not able to, because that way they could lose their stuff. And that is a long-term issue because then they have to go to the equipment dresses so they can show compassion to the self. But they still need to manage the gap that has been left within the company while the staff is temporal and unavailable. So what they do is they accommodate to adopt to the schedule, and then the work that they tried to make the best out of the situation. So over here, what it says over here is they tried to tried to turn the obligations into the advantages. And they tried to make the best, As I said, whatever, for example, stop my MBA sought available. And they have given them a sick leave dimension, the sick leave into their job description. So more stuff is like future staff members are attracted to the jobs back. So these a negative, Can we turn into positive? But those were the formats of management. Hope you enjoyed the video and understood manager. What is, what Beating As a manager might be slightly different to how that we'll managers operate. And the theories might not always be demonstrating the reality. It could be different. So all these formats are based on a steadies. So good luck. 4. How do you motivate your staff?: Either. So one of the core responsibilities of a manager is to ensure that the staff is motivated. And it is one of the core management concepts. But in real world, most people are just thrown into the manager who can learn from experience. As tough leaves the job. They understand what they did wrong, and then they do a retrospective reflection and then they fixed things. But the question is, is there a way you can avoid doing those mistakes? There have been several managers before you in this world and management practices available from their experience. I will be using this book called The Little Book of big management theories. And I'm extracting out just trace simple theories, which will help you get started. So let's crack on. So the first year that I picked was the Maslow's theory. Maslow basically talks about people's needs. So if you look at this over here, there's a triangle, and then on the bottom there is biological and psychological date. Next level is the safety. So Maslow's is bad. You can't go to the next level unless the first level is the requirement for the first level is met. So every staff member needs enough, for examples, salary so that they can have, they can eat food, they can have shelter, and they can water. So those are like the basic and psychological needs. Then when you go to the next level, he talks about safety. So that things like job security, that things like health finances. So an ability to, for example, and just go and visit a doctor when they're sick. That's also a need of number three is love and belonging. So when he talks about love and belonging, is talking about friendship, affiliation, connections. And these connections are not just the family related connections, also a connection based on the group, that team that you build within the organization. So that's why people are divided into like groups off for example, six people who do the job, sorry, very well. And they know each other. And because they affiliated, so they work as a group. Then he talks about steam. This is more about respect, rationalization, and strength. So it's how you allowed your stuff. How do you praise them? Do you appreciate them? This also ensures that the stuff stays motivated. Last but not least, this is self-actualization. Maslow is talking about the personal goals. Like everybody has. Like a personal goal where they need to fulfill their needs. For example, it has a religious person and the job is limited to fulfilling their needs in their religion and their motivated by that. It could help them with I could help them stay in that job forever. Personal goals, like some people just want to go to space. So when we're talking about hiring of person who's passionate about space and space exploration. For example, Elon Musk has just started multiple companies like SpaceX darling. That person would have met the personal needs if they're working for Elon Musk were there. So that is Maslow's theory. Now moving on to the next one. This is one of my favorite theories, by the way. So this theory is about the managers, the behavior of the managers, and the impact of that behavior on the employees as well. So this talks about a manager who's an X type of manager and another manager who's a wide type of manager. So 23x managers basically believed that the employees are motivated by monetary gains and they avoid work as much as possible. They lack ambition, they lack responsibility, and they don't care about organization at all. They also like creativity and change. Those type of managers. Use force or direction. A dictator diaper mentality to drive the stuff. And this has a very, very negative impact overall in the organization. Long-term and short-term. You can get your staff to do whatever you want to do. But in the long run, it, it has a really major impact because the quality of work that is being produced won't be able to sustain for long-term. Simple example would be if you hire a developer who's writing a piece of software and they're working for you for monetary gains, they will make sure that the work that is being done is completed. You can see the woke, but when it comes to maintainance, there will be issues. So that's when 23x managers believe that employs only work for money and they hire. Based on that mentality. This, this kind of thing happens. Whereas we, when we look at theory why managers and managers look at employees in a completely different perspective. They think that the staff is driven by job satisfaction. So they gave them more responsibility. They basically get rewarded by the staff showing more ambition. And they see this stuff seeking most once per day. And the staff are usually committed to organizational goals. They become creative and they're always welcome change. What are the examples of this kind of organization is the BBC, where I walk. The manager's, most of the managers are theory why managers? And that is why when we are hiring people, we ensure that we are hiring them with the mentality of theory Y. And we ensure that they are motivated not just by monetary gains, they also motivated by the passion and the work that we're doing. Moving onto the last theory that I wanted to present before I move on to that one, I just want to make sure. Understand that the first two TLBs are talking about behavior of the manager and the need to alter stuff. But the most important theory that I'm going to go show you the next one is about communication. In this book, the little book of big management early, they have crowned the last one as, as a king. The reason is because when you're talking to your employee or the staff member, the communication that happens, the back-and-forth communication that happens has called it a transaction. So that is why this theory is called Bernice here you have transitional atlases. What Burning is saying over here is we have three ego states. The p represents the parent, a represents the adult. And see you presents a child ego state, which is the parent ego state. This is, this can be divided into two types of states as well, like nurturing parent and critical parent. But let's just simplify and just call it parent state bunny saying these other recordings of your childhood. So when you were little, when you run stall you not to go near the fire or don't talk to strangers. That was recorded in your mind. And that recording plays when you're doing communication with your colleague from time to time. He's saying the child state is also similar where parent state was accorded by people like your parents, giving you information about what things you should do and what things you shouldn't do. Charles state is the feelings that you felt during your whole life when you did those things or you didn't go do those things. And finally, there's an unlisted will come to adults sit in a bit. But let's talk about what parent and Charles shade do and how we can actually communicate better in terms of using the pirate and Charles shade. So an example would be a child. So when we talk about, shall we talk about feelings? So if a staff member had a really bad day or traveling to work, and he says, oh my God, I feel terrible because someone at the bus was rude to me. As as a manager. And he's talking to you as a manager, you can say, don't worry about it. Let's have a cup of tea. So as a parent, you basically told him not to worry about it. So you were in the parent state and they were in the childhood. So you are being directive about Don't do this, have a cup of tea. And they were saying, I felt bad about the journey. So you basically ensure that it does nothing to worry about it. So this kind of transaction is called complimentary transaction. Is a transaction. Because both of you will feel good after the transaction happens, because you are in the parent and child mode. But sometimes when you're communicating with your staff, you can read up indirective mode, which is apparent mode, and the staff member could be in the same mode as well. For example, when you're talking about a chair at work. So a staff member says that Let's move the chair on the right and you tell them No, let's move the chart on the left. If you keep on doing this kind of transaction back and forth, there would be a conflict because both of you are in the parent mode. Same thing will happen with the child child transaction. So if your stop number comes in and tells them that I had a really bad experience while on my job and I feel really bad because my journey was someone was rude in my journey. I and you tell them, I feel really bad when you tell me these kind of things. And you both are talking about feelings, and that would be a conflict because they were talking about their feelings and you're talking about your feelings. And this is not a good transaction. So when you are in paren, paren mode, like the sender and receiver, that is called a cross transaction. Same for child, child does across transaction. These are not complimentary and it causes conflict when there is parent-child or child-parent. These are complimentary where both of you will feel good for some time. But the question is, what is the other mode? Adele mode is about present. It's more about thinking. When someone says, when someone uses this language like I believe, I think, for example, if somebody tells you, I believe your shirt is really the teacher, Dario Brown is looking really good. And the receiver basically response, Thank you. I think it was a good purchase. So both of you are basically in inner adult mode and you're talking about your believe you're thinking. And you're looking at things from Mentality, I guess you're thinking about things at that moment. You are not using any past experience too late to say, Okay, no. I feel that shirt color shouldn't be yellow or because it looks like something that you don't like. And same CMS parent, if you said like, go and change the shirt. Because this shirt color doesn't belong to the organisation or something like that. So that's apparent mode. So if somebody's in parent or child mode, how can you bring them into other modes? That's, that's the beauty of a manager. They can shift eagle. So these are called ego states. So you can ship the ego state to order Moon, who have a good communication. And when you are communication would just stop. Member is good. They will stay motivated. So here are some questions. So when you're talking to your staff member and they are in Child moon or the parent mona. You can ask them questions like, what can we do about this? Like for example, they come to you. For example, the cherish it. And I said earlier, when they are trying to move to the left and you want it to be on the right and you have a reason for it. Because if you moves it to the left and is at the corner of the desk, people who are walking on the flow may get hit by the chair. He can get give you a reason to stop member and ask them, what can we do about this? How can I support you to get this done? Does another question, how can we sort this? How would you suggest we move forward? These are some really good questions which will help you ensure that you can bring your staff member into an unknown state. Hope that helps. These are the three major theories, the Maslow's and the x and y, and the Bernice transactional analysis. So bunnies transactional analysis is the most important one because it helps you with the communication and it helps you understand your staff members needs better. And when you're thinking in adult mode, it will both be thinking about organization. You will be motivated to work with each other for long-term. Thank you. 5. How to be a great leader?: So how to be a great leader? First of all, wise leadership necessary. There is a quote from Peter Drucker that three things that happen naturally, friction, confusion and under-performance. Everything else acquires literature. I completely agree with that. When you're talking about organization, we are looking at people who are walking together, getting along and forming a hierarchy. It, there is no direction, there will be a chaos. So far in the previous videos, we have been talking about management. A member management is a process pelleting to administration of the organization. Leadership is about people. When we talk about people, talk, talk about emotional intelligence and self-reflection, self awareness. So in the upcoming slides, I will be discussing about ways on how you can become a great leader. Most of the people basically put into the manager role, but they have to show good efforts in administrating the organization processes, as well as the need to show a great deal of leadership. Most people can't do that. The reason is they have been fantasizing about themselves becoming a great leader, going into debt position and not picking the mistakes that other people do. But they do end up making those mistakes. To avoid those mistakes are t-shirt ratings. First thing is, you need to be aware of your shortcomings. The way you do it is by getting a feedback. There are multiple ways to get feedback. One of the ways is to reflect upon it yourself. So imagine the leaders that have worked with in the past. Think of the shortcomings. For example, one of the leaders yelled at you. Would you say that you found it experience very encouraging to yourself? When somebody shouted at you. Now, it's not natural. You would basically think about the great things that they did, the challenge to you. They allowed you become a great leader. They allowed you to blossom into the rule. Those kind of things. So large, Sudman, who has done a really good Ted Talk on self-leadership, talks about character traits check. He says that you should compare your, yourself with a great leaders and see if one of the shortcomings hit home with yours. So if you find out about those shortcomings, or should we do? This is the second bit which is engaging in a daily reflection. So you should reflect on these kind of challenges on daily basis. How do you do it? By asking the balancing those quotients, those folk oceans? It takes about five to ten minutes. Just jot it down in a diary. Ask yourself, how did my leader leadership co yesterday? How would the leader I would like to be, have faced the challenges I faced? Or what about my challenges today? What could I do differently? Those other four quotients, then you can ask, see yourself, write down the answers and try to improve yourself based on that. Third thing that you can do is keep a tight control on your own feelings. When a subordinate comes to you and talks about something that you don't like, what what would you do? Would you just burst out loudly and tell them to shut up? That way? You won't be demonstrating the excellence of leadership, not just to that employ, but to everyone present in that room. So the way to do it is Wait, wait, that come into, or the challenge that you're facing. And that moment is waited between one to ten. And then only look into the issues which are on top priority like 910. For everything. Six of billowed. Just try to delayed by saying I'll get back to you. Or if it's urgent, try to say try to repeat what they said so that it gives you some time to think about the issue and don't worry about saying it. I don't know at the moment. And after thinking, I'll give you the answer. So there are always ways to get out of these kinds of situations. You don't have to respond to them immediately. So if you learn to do these three things, you will be able to become a great leader. Thank you.