Brown How to Become a Travel Coach Blog Banner (23)

Goal-setting checklist for Fresh Executives

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About The Author: K M Hasan Ripon (
K. M. Hasan Ripon is a distinguished figure and a leading career mentor in Bangladesh, recognized for his expertise as an entrepreneurial ecosystem builder and employability specialist. He currently holds key positions, serving as the Executive Director of Bangladesh Skill Development Institute (BSDI), Managing Director of Global Entrepreneurship Network Bangladesh, Executive Director of Daffodil Education Network, and Vice President of Start and Improve Your Business Foundation of Bangladesh.
With a wealth of experience, he has consulted for over 100 national and international organizations, providing training for executive development in areas such as communication, leadership, customer service, team building, negotiation, and problem-solving. Hasan Ripon’s extensive reach includes visits to 64 districts in Bangladesh and travels to 40 countries as a speaker and workshop facilitator. He has inspired over 100,000 youth and graduating students in 100+ public and private universities and polytechnics in Bangladesh, as well as more than 20 international universities.
Hasan Ripon is widely recognized on social networks, with a fan following exceeding 3 million, as a skills activist and inspirational speaker. His previous roles include serving as a short-term consultant at the World Bank, consultant for Industry 4.0 (HTS) at a2i, ICT Division (government agencies), master trainer and industry assessor (CBT&A) at ILO, convener of the National Board of CYFI Bangladesh, and a fellow of the Royal Society of Arts (FRSA). He also previously served as the local president of JCI Bangladesh (Dhaka Central).

Author Contact: [email protected]

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ā§¨ā§Ļā§Ļā§Ļ āĻĨā§‡āĻ•ā§‡ ā§¨ā§Ļā§§ā§Ŧ āĻ¸āĻžāĻ˛ā§‡āĻ° āĻŽāĻ§ā§āĻ¯ā§‡ āĻšāĻžāĻ°āĻŋāĻ¯āĻŧā§‡ āĻ—ā§‡āĻ›ā§‡ āĻĒā§āĻ°āĻžā§Ÿ ā§¯ā§Ļ āĻ˛āĻ•ā§āĻˇā§‡āĻ°āĻ“ āĻŦā§‡āĻļāĻŋ āĻšāĻžāĻ•āĻ°āĻŋ

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āĻŦāĻ°ā§āĻ¤āĻŽāĻžāĻ¨ā§‡ āĻ•ā§ƒāĻ¤ā§āĻ¤āĻŋāĻŽ āĻŦā§āĻĻā§āĻ§āĻŋāĻŽāĻ¤ā§āĻ¤āĻžāĻ° (Artificial Intelligence) āĻ‰āĻ¨ā§āĻ¨ā§ŸāĻ¨ā§‡āĻ° āĻĢāĻ˛ā§‡ āĻ§āĻžāĻ°āĻŖāĻž āĻ•āĻ°āĻž āĻšāĻšā§āĻ›ā§‡ ā§¨ā§Ļā§¨ā§Ģ āĻĨā§‡āĻ•ā§‡ ā§¨ā§Ļā§¨ā§Š āĻ¸āĻžāĻ˛ā§‡āĻ° āĻŽāĻ§ā§āĻ¯ā§‡ āĻ†āĻ°ā§‹ āĻĒā§āĻ°āĻžā§Ÿ ā§Žā§Ļ āĻ•ā§‹āĻŸāĻŋ āĻœāĻŦ āĻšāĻžāĻ°āĻŋā§Ÿā§‡ āĻ¯āĻžāĻŦā§‡āĨ¤ āĻ¯āĻ–āĻ¨ āĻ†āĻŽāĻ°āĻž āĻŽā§‹āĻŸā§‡ āĻ­āĻžāĻŦāĻž āĻļā§āĻ°ā§ āĻ•āĻ°ā§‡āĻ›āĻŋ āĻāĻ†āĻ‡ (AI) āĻ¨āĻŋā§Ÿā§‡, āĻāĻ° āĻŽāĻ§ā§āĻ¯ā§‡ āĻšāĻ˛ā§‡ āĻ†āĻ¸āĻ¤ā§‡ āĻļā§āĻ°ā§ āĻ•āĻ°ā§‡āĻ›ā§‡ āĻ†āĻ°ā§āĻŸāĻŋāĻĢāĻŋāĻļāĻŋā§ŸāĻžāĻ˛ āĻœā§‡āĻ¨āĻžāĻ°ā§‡āĻ˛ āĻ‡āĻ¨ā§āĻŸā§‡āĻ˛āĻŋāĻœā§‡āĻ¨ā§āĻ¸ (AGI).

āĻāĻœāĻŋāĻ†āĻ‡ āĻšāĻ˛ā§‹ āĻāĻ•āĻŸāĻŋ āĻ…āĻ¨ā§āĻŽāĻžāĻ¨āĻ­āĻŋāĻ¤ā§āĻ¤āĻŋāĻ• āĻ•ā§ƒāĻ¤ā§āĻ¤āĻŋāĻŽ āĻŦā§āĻĻā§āĻ§āĻŋāĻŽāĻ¤ā§āĻ¤āĻž (AI) āĻ¯āĻž āĻŽāĻžāĻ¨ā§āĻˇā§‡āĻ° āĻŽāĻ¤ā§‹ āĻ¸āĻžāĻ§āĻžāĻ°āĻŖ āĻŦā§āĻĻā§āĻ§āĻŋāĻŽāĻ¤ā§āĻ¤āĻžāĻ° āĻ…āĻ§āĻŋāĻ•āĻžāĻ°ā§€ āĻšāĻŦā§‡āĨ¤ āĻ¤āĻžāĻ°āĻŽāĻžāĻ¨ā§‡ āĻ¯āĻž āĻĻāĻžā§œāĻžāĻŦā§‡ āĻŽāĻžāĻ¨ā§āĻˇ āĻ¯ā§‡āĻ­āĻžāĻŦā§‡ āĻœā§āĻžāĻžāĻ¨ āĻ†āĻšāĻ°āĻ¨ā§‡āĻ° āĻŽāĻžāĻ§ā§āĻ¯āĻŽā§‡ āĻ­āĻŦāĻŋāĻˇā§āĻ¯āĻ¤ āĻ•ā§āĻ¯āĻžāĻ˛āĻ•ā§āĻ˛ā§‡āĻļāĻ¨ āĻ•āĻ°āĻ¤ā§‡ āĻĒāĻžāĻ°ā§‡āĨ¤ āĻ āĻŋāĻ• āĻāĻ•āĻ‡āĻ­āĻžāĻŦā§‡ āĻāĻœāĻŋāĻ†āĻ‡ āĻŽāĻžāĻ¨ā§āĻˇā§‡āĻ° āĻŽāĻ¤ā§‹ āĻ•ā§‹āĻ¨ā§‹ āĻ¸āĻŽā§āĻ­āĻžāĻŦā§āĻ¯ āĻ¸āĻŽāĻ¸ā§āĻ¯āĻžāĻ° āĻ†āĻ—āĻžāĻŽ āĻ¸āĻŽāĻžāĻ§āĻžāĻ¨ āĻ•āĻ°āĻ¤ā§‡ āĻĒāĻžāĻ°āĻŦā§‡āĨ¤

 

 

āĻ†āĻŽāĻŋ āĻŦā§āĻ¯āĻ•ā§āĻ¤āĻŋāĻ—āĻ¤ āĻ—āĻŦā§‡āĻˇāĻŖāĻž āĻ•āĻ°ā§‡ āĻĻā§‡āĻ–āĻ¤ā§‡ āĻĒāĻžāĻšā§āĻ›āĻŋ āĻ¨āĻŋāĻ•āĻŸ āĻ­āĻŦāĻŋāĻˇā§āĻ¯āĻ¤ā§‡ āĻ•āĻŋāĻ›ā§ āĻœāĻŦ āĻĨāĻžāĻ•āĻŦā§‡āĻ‡ āĻ¨āĻžāĨ¤ āĻ¯ā§‡āĻŽāĻ¨āĻƒ

ā§§. āĻ¸āĻžāĻ§āĻžāĻ°āĻŖ āĻŽā§āĻ¯āĻžāĻ¨ā§āĻĢā§āĻ¯āĻžāĻ•āĻšāĻžāĻ°āĻŋāĻ‚ āĻœāĻŦ
ā§¨. āĻĄā§‡āĻŸāĻž āĻāĻ¨ā§āĻŸā§āĻ°āĻŋ
ā§Š. āĻ°ā§‡āĻ—ā§āĻ˛āĻžāĻ° āĻ—ā§āĻ°āĻžāĻšāĻ• āĻ¸ā§‡āĻŦāĻž
ā§Ē. āĻ¸āĻžāĻ§āĻžāĻ°āĻŖ āĻŸā§‡āĻ˛āĻŋāĻŽāĻžāĻ°ā§āĻ•ā§‡āĻŸāĻŋāĻ‚
ā§Ģ. āĻ•ā§āĻ¯āĻžāĻļāĻŋāĻ¯āĻŧāĻžāĻ°ā§‡āĻ° āĻšāĻžāĻ•āĻ°āĻŋ
ā§Ŧ. āĻ¸āĻžāĻ§āĻžāĻ°āĻ¨ āĻšāĻŋāĻ¸āĻžāĻŦāĻ°āĻ•ā§āĻˇāĻ•
ā§­. āĻŽā§āĻ¯āĻžāĻ¨ā§āĻĢā§āĻ¯āĻžāĻ•āĻšāĻžāĻ°āĻŋāĻ‚ āĻā§āĻ¯āĻžāĻ¸ā§‡āĻŽāĻŦā§āĻ˛āĻŋ āĻ˛āĻžāĻ‡āĻ¨
ā§Ž. āĻ¸āĻžāĻ§āĻžāĻ°āĻ¨ āĻ—ā§āĻ°āĻžāĻĢāĻŋāĻ•ā§āĻ¸ āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨
ā§¯. āĻĒā§āĻ°ā§āĻĢ āĻ°āĻŋāĻĄāĻžāĻ°
ā§§ā§Ļ. āĻ¨āĻŋāĻ°āĻžāĻĒāĻ¤ā§āĻ¤āĻž āĻ•āĻ°ā§āĻŽāĻ•āĻ°ā§āĻ¤āĻž
ā§§ā§§. āĻ…āĻ¨ā§āĻŦāĻžāĻĻāĻ•/āĻĻā§‹āĻ­āĻžāĻˇā§€
ā§§ā§¨. āĻ¨āĻŋāĻ¯āĻŧāĻŽāĻŋāĻ¤ āĻ…ā§āĻ¯āĻžāĻĄāĻŽāĻŋāĻ¨ āĻœāĻŦ
ā§§ā§Š. āĻ¨āĻŋāĻ¯āĻŧāĻŽāĻŋāĻ¤ āĻāĻ‡āĻšāĻ†āĻ° āĻœāĻŦ
ā§§ā§Ē. āĻŸāĻŋāĻ•āĻŋāĻŸ āĻāĻŦāĻ‚ āĻ°āĻŋāĻœāĻžāĻ°ā§āĻ­ā§‡āĻļāĻ¨
ā§§ā§Ģ. āĻ¨āĻŋāĻ¯āĻŧāĻŽāĻŋāĻ¤ āĻŸā§āĻ¯ā§āĻ° āĻ—āĻžāĻ‡āĻĄ
ā§§ā§Ŧ. āĻ•ā§āĻ˛āĻžāĻ°āĻŋāĻ•āĻžāĻ˛ āĻœāĻŦ

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āĻāĻŸāĻž āĻ†āĻŽāĻžāĻĻā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻ¸āĻ¤āĻ°ā§āĻ• āĻ¸āĻ‚āĻ•ā§‡āĻ¤āĨ¤ āĻ¯ā§‡āĻ–āĻžāĻ¨ā§‡ āĻŦāĻŋāĻļā§āĻŦā§‡āĻ° āĻĒā§āĻ°āĻžā§Ÿ āĻ¸āĻ•āĻ˛ āĻĻā§‡āĻļ āĻ‰āĻ¨ā§āĻ¨āĻ¤ āĻĒā§āĻ°āĻ¯ā§āĻ•ā§āĻ¤āĻŋāĻ° āĻ¸āĻžāĻĨā§‡ āĻ¤āĻžāĻ˛ āĻŽāĻŋāĻ˛āĻŋā§Ÿā§‡ āĻšāĻ˛āĻ¤ā§‡ āĻļā§āĻ°ā§ āĻ•āĻ°ā§‡āĻ›ā§‡ āĻ¸ā§‡āĻ–āĻžāĻ¨ā§‡ āĻ†āĻŽāĻ°āĻž āĻāĻ–āĻ¨ā§‹ āĻ§āĻ°ā§‡ āĻ°āĻžāĻ–āĻ¤ā§‡ āĻšāĻžāĻšā§āĻ›āĻŋ āĻ—āĻ¤āĻžāĻ¨ā§āĻ—āĻ¤āĻŋāĻ• āĻļāĻŋāĻ•ā§āĻˇāĻž āĻĒāĻĻā§āĻ§āĻ¤āĻŋ āĻāĻŦāĻ‚ āĻ•āĻ°āĻ¤ā§‡ āĻšāĻžāĻšā§āĻ›āĻŋ āĻ¸ā§‡āĻ‡ āĻŦāĻŋāĻ‚āĻļ āĻļāĻ¤āĻžāĻŦā§āĻĻā§€āĻ° āĻšāĻžāĻ•āĻ°āĻŋāĨ¤ āĻĒā§āĻ°āĻ¯ā§āĻ•ā§āĻ¤āĻŋ āĻ¨āĻŋā§Ÿā§‡ āĻĒā§œāĻžāĻļā§āĻ¨āĻž āĻ•āĻ°āĻ¤ā§‡āĻ‡ āĻšāĻŦā§‡ āĻŦāĻŋāĻļā§‡āĻˇ āĻ•āĻ°ā§‡ āĻ•ā§ƒāĻ¤ā§āĻ¤āĻŋāĻŽ āĻŦā§āĻĻā§āĻ§āĻŋāĻŽāĻ¤ā§āĻ¤āĻž āĻ¨āĻŋā§Ÿā§‡āĨ¤

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āĻ†āĻŽāĻŋ āĻāĻ•āĻŸāĻŋ āĻ•ā§‹āĻ°ā§āĻ¸ āĻ‡āĻ‰āĻŸāĻŋāĻ‰āĻ­ā§‡ āĻ†āĻĒāĻ˛ā§‹āĻĄ āĻ•āĻ°ā§‡āĻ›āĻŋ āĻĒāĻžāĻ°āĻ˛ā§‡ āĻ•āĻ°ā§‡ āĻ†āĻ¸ā§āĻ¨āĨ¤ āĻ…āĻĨāĻŦāĻž āĻ†āĻ°ā§‹ āĻ…āĻ¨ā§‡āĻ• āĻ•ā§‹āĻ°ā§āĻ¸ āĻĒāĻžāĻŦā§‡āĻ¨āĻŽ āĻ¸āĻŽā§Ÿ āĻĨāĻžāĻ•āĻ¤ā§‡ āĻ•āĻ°ā§‡ āĻĢā§‡āĻ˛ā§āĻ¨āĨ¤ āĻāĻ¤ā§‹ āĻĻā§āĻ°ā§āĻ¤ āĻ¸āĻŽā§Ÿ āĻ¸āĻŦ āĻ•āĻŋāĻ›ā§ āĻĒāĻ°āĻŋāĻŦāĻ°ā§āĻ¤āĻ¨ āĻ•āĻ°ā§‡ āĻĢā§‡āĻ˛āĻ›ā§‡ āĻĒā§œā§‡ āĻ¸āĻŽā§Ÿ āĻĒāĻžāĻŦā§‡āĻ¨ āĻ¨āĻžāĨ¤ āĻ¤āĻ–āĻ¨ āĻ†āĻĒāĻ¨āĻžāĻ° āĻ•āĻžāĻ¨ā§āĻ¨āĻž āĻĻā§‡āĻ–āĻžāĻ°āĻ“ āĻ•āĻžāĻ°ā§‹ āĻ¸āĻŽā§Ÿ āĻĨāĻžāĻ•āĻŦā§‡ āĻ¨āĻžāĨ¤

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About The Author: K M Hasan Ripon (
K. M. Hasan Ripon is a distinguished figure and a leading career mentor in Bangladesh, recognized for his expertise as an entrepreneurial ecosystem builder and employability specialist. He currently holds key positions, serving as the Executive Director of Bangladesh Skill Development Institute (BSDI), Managing Director of Global Entrepreneurship Network Bangladesh, Executive Director of Daffodil Education Network, and Vice President of Start and Improve Your Business Foundation of Bangladesh.
With a wealth of experience, he has consulted for over 100 national and international organizations, providing training for executive development in areas such as communication, leadership, customer service, team building, negotiation, and problem-solving. Hasan Ripon’s extensive reach includes visits to 64 districts in Bangladesh and travels to 40 countries as a speaker and workshop facilitator. He has inspired over 100,000 youth and graduating students in 100+ public and private universities and polytechnics in Bangladesh, as well as more than 20 international universities.
Hasan Ripon is widely recognized on social networks, with a fan following exceeding 3 million, as a skills activist and inspirational speaker. His previous roles include serving as a short-term consultant at the World Bank, consultant for Industry 4.0 (HTS) at a2i, ICT Division (government agencies), master trainer and industry assessor (CBT&A) at ILO, convener of the National Board of CYFI Bangladesh, and a fellow of the Royal Society of Arts (FRSA). He also previously served as the local president of JCI Bangladesh (Dhaka Central).

Author Contact: [email protected]

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Is micro-management within an organization good or bad?

Micro-management is a concept that typically causes conflicting feelings from employees and managers both. Some consider it as a vital strategy to maintaining control and high standards, while others see it as a barrier to creativity and freedom. In this blog, I will try to look at the advantages and disadvantages of micro-management to find out whether it’s a successful managerial style or a barrier to growth and team spirit.

Advantages of Micro-management:

Quality Control: Micromanagement enables managers to closely monitor and maintain high-quality standards in tasks and initiatives.

Immediate Problem Identification: Managers can identify and address any problems or challenges that may develop during project execution.

Clear Direction: Employees who work for a micromanager generally have a strong understand of goals, which may help avoid uncertainty.

Skill Development: Micro-management can provide assistance and facilitate skill development for new or less-experienced personnel.

 

Micromanagement has the following disadvantages:

Reduced Morale: Employee morale can suffer as a result of regular monitoring, since they may experience a lack of trust and autonomy.

Reduce Creativity: Micro-management may hamper creativity and innovation by making employees afraid to submit new ideas or take risks.

Time-consuming: For managers, it can be a time-consuming method, leaving less time for strategic planning and higher-level responsibilities.

Employee Burnout: The stress of being carefully monitored can lead to employee burnout, negatively impacting overall happiness and job satisfaction.

 

Finding a Balance:

Customized Approach: Recognize that various persons might need different management strategy. A one-size-fits-all approach may not be effective.

Clear Communication: Explain goals to employees clearly while still leaving open for questions and feedback. This may reduce the need for constant supervision.

Trust Building: Build trust among your team members by recognizing their knowledge and offering opportunity for them to demonstrate their abilities.

Task Delegation: Delegate duties based on individual strengths to enable employees to take ownership of their responsibilities.

 

Conclusion:

While micro-management can be beneficial in some cases, managers must establish a balance that promotes a healthy work the environment. Understanding when to provide direction and when to allow freedom is essential for effective leadership. Managers can modify their strategy to enhance productivity and employee satisfaction by considering both the advantages and disadvantages.

 

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About The Author: K M Hasan Ripon (
K. M. Hasan Ripon is a distinguished figure and a leading career mentor in Bangladesh, recognized for his expertise as an entrepreneurial ecosystem builder and employability specialist. He currently holds key positions, serving as the Executive Director of Bangladesh Skill Development Institute (BSDI), Managing Director of Global Entrepreneurship Network Bangladesh, Executive Director of Daffodil Education Network, and Vice President of Start and Improve Your Business Foundation of Bangladesh.
With a wealth of experience, he has consulted for over 100 national and international organizations, providing training for executive development in areas such as communication, leadership, customer service, team building, negotiation, and problem-solving. Hasan Ripon’s extensive reach includes visits to 64 districts in Bangladesh and travels to 40 countries as a speaker and workshop facilitator. He has inspired over 100,000 youth and graduating students in 100+ public and private universities and polytechnics in Bangladesh, as well as more than 20 international universities.
Hasan Ripon is widely recognized on social networks, with a fan following exceeding 3 million, as a skills activist and inspirational speaker. His previous roles include serving as a short-term consultant at the World Bank, consultant for Industry 4.0 (HTS) at a2i, ICT Division (government agencies), master trainer and industry assessor (CBT&A) at ILO, convener of the National Board of CYFI Bangladesh, and a fellow of the Royal Society of Arts (FRSA). He also previously served as the local president of JCI Bangladesh (Dhaka Central).

Author Contact: [email protected]