bbchausa verticals/025 nice boss

From HausaDictionary.com | Hausa English Translations

#: Why you don’t want a nice boss [1] <> Abin da ya sa ba ka bukatar shugaba mai faran-faran [2]

#: Just because a boss is nice, doesn’t mean he or she is any good. [3] <> Kasancewar shugabanka na da fara-faran ba ya nufin ka samu shugaba na gari. [4]

#: A tough, demanding manager will push you to do your best work. [5] <> Manaja mai tsanani da takurawa shi ne zai ingizaka ka zage damtse. [6]

#: Everyone wants a nice boss. [7] <> Kowa na bukatar shugaba mai faran-faran da jama’a. [8]

#: And if a nice boss [9] <> Idan shugaba mai faran-faran [10]

#: is one who respects me and my work, [11] <> shi ne wanda zai karramani da aikina, [12]

#: challenges me to get better [13] <> ya kalubalance in kara dagewa, [14]

#: and wants to see me grow as both a professional and a leader, [15] <> kuma ya ke bukatar ganin na ci gaba da samun kwarewa, [16]

#: then I’m for it too. [17] <> to ni ma ina son haka. [18]

#: But too many people look at a hard-charging boss and jump to the conclusion that he or she is a tyrant. [19] <> Amma mutane da dama kan kalli shugaba mai matsawa a matsayin mai kama-karya. [20]

#: Here’s what these people don’t get: [21] <> Abin da mutanen ba su gane ba shi ne: [22]

#: just because you have a nice boss, [23] <> kasancewar ka na da shugaba mai faran-faran, [24]

#: doesn’t mean you have a good boss. [25] <> baya nufin ka na da shugaba nagari. [26]

#: I’ve seen plenty of bosses who might talk the talk about demanding exceptional performance [27] <> Na sha ganin shugabanni wadanda kan ce su na bukatar ma’aikatansu su zage damtse [28]

#: but, all too often, they just want employees to like them. [29] <> sai dai kuma daga baya sai in fahimci cewa so su ke ma’aikatan su so su. [30]

#: What’s more, they want people to speak well of them, to be “friends” with them. [31] <> Baya ga haka, su na son mutane su yaba musu, su dauke su a matsayin ‘abokai’. [32]

#: This type of boss [33] <> Irin wadannan shugabannin [34]

#: is afraid that if they set high performance targets [35] <> su ne ke tsoron idan su ka sa wa ma’aikatansu ayyuka masu wuya, [36]

#: and challenge their staff to meet and surpass them, [37] <> su ka kuma nemi su yi fiye da abinda ma su ka sa su, [38]

#: their esteem will slip. [39] <> darajarsu za ta karye. [40]

#: As a result, [41] <> Saboda haka, [42]

#: they ease up on their expectations, [43] <> sai su rage matsa wa ma’aikatan [44]

#: sometimes without realising it. [45] <> wani lokacin ma ba tare da sun sani ba. [46]

#: Not surprisingly, performance falters. [47] <> Hakan na jawo ma’aikatan su rage kwazo. [48]

#: Some of the best leaders I’ve seen, [49] <> Mafi ingancin shugabannin da na sani, [50]

#: whether in research or coaching, [51] <> a fannin bincike ko kuma koyarwa, [52]

#: come to work with a razor-sharp focus on results. [53] <> na mayar da hankali ne kan samar da sakamako na zahiri. [54]

#: These immensely successful bosses [55] <> Wadannan shugabanni masu samu cikakkiyar nasara [56]

#: don’t care much about being liked. [57] <> ba su damu da sai an so su ba. [58]

#: Their expectations are both staggering and non-negotiable — and their teams know it. [59] <> Abinda su ke nema daga ma’aikatansu shi ne aiki tukuru ba tare da sassauci ba – kuma ma’aikatan sun san da haka. [60]

#: Take, for example, [61] <> Alal misali, [62]

#: US real estate guru Bill Sanders. [63] <> fitaccen dillalin filaye da gidaje na kasar Amurka, Bill Sanders. [64]

#: “Everybody knew that Bill demanded results,” said Ronald Blankenship, [65] <> “Kowa ya san Bill na bukatar sakamako na zahiri,” in ji Ronald Blankenship, [66]

#: former chairman and CEO of Verde Realty, a real estate investment trust and long-time associate of Sanders. [67] <> tsohon shugaban kamfanin zuba jari a harkar filaye da gidaje na Verde Realty kuma abokin Sanders na kut-da-kut. [68]

#: “If you were going to work with him, [69] <> “Idan za ka yi masa aiki, [70]

#: you needed to be prepared to make that your primary focus.” [71] <> ka na bukatar ka mai da hankali wurin cimma manufar da aka sa gaba.” [72]

#: These great leaders are not afraid to lay down the law — they don’t hesitate for an instant. [73] <> Wadannan fitattun shugabannin ba sa tsoron kafa doka tare da tabbatar da cewa an bi ta. [74]

#: And paradoxically, [75] <> Abin mamaki kuma, [76]

#: their toughness, [77] <> tsananinsu [78]

#: accompanied by their adherence to their unique and inspiring visions, [79] <> tare da tabbatar da an cimma manufa, [80]

#: often generates more esteem among their reports, not less. [81] <> kan sa masu aiki a karkashinsu su kara girmama su. [82]

#: In fact, it generates something greater than mere esteem among most employees: A profound respect, loyalty, even love. [83] <> Kai abin ma ya wuce girmamawa har ya kai ga darajtawa da kimantawa kai wani zubin ma har da kauna. [84]

#: Of course, being tough doesn’t mean being offensive. [85] <> Amma fa matsantawa ba ya nufin cin zarafi. [86]

#: How do you know if you’re falling prey to the Nice Boss Syndrome? [87] <> Ko da yaya za ka gane idan ka na neman fadawa cikin tarkon zama shugagaba mai faran-faran? [88]

#: Consider these questions — [89] <> Yi la’akari da wadannan tambayoyi – [90]

#: and keep track of your yesses. [91] <> ka ga guda nawa ka ce ‘e’. [92]

#: •During the past year, [93] <> Cikin shekarar nan, [94]

#: have you changed your expectations for someone [95] <> ka sauya wa wani ma’aikaci manufofin da ka ke so ya cimma, [96]

#: more than once [97] <> fiye da karo guda, [98]

#: after he or she failed to perform or meet your standards? [99] <> bayan da ya gaza manufofin da ka ke so ya cimma? [100]

#: •During the last year, have you failed to follow up and punish bad behaviour? [101] <> Cikin shekarar nan, ka taba kyale wani da ya saba dokarka ba tare da ka hukunta shi ba? [102]

#: •Do you sometimes grant employees bonuses or other special compensation even after they have failed to meet their goals — just because they “tried hard”? [103] <> Ka kan bai wa ma’aikata wani alawus na musamman ko da sun gaza cimma manufa – saboda kawai “sun kokarta”? [104]

#: •Do you fail to set clear, meaningful goals for your team members? [105] <> Ka na gaza sa wa ma’ikatanta bayyanannun manufofin da ka ke so su cimma? [106]

#: Clear goals are [107] <> Bayyanannun manufofi su ne [108]

#: specific, [109] <> wadanda su ka kasance kayyadaddu, [110]

#: measurable, [111] <> wadanda za’a iya aunawa, [112]

#: attainable, [113] <> za’a iya cimmasu, [114]

#: and come with a deadline; vague goals don’t. [115] <> kuma aka hada su da iyakantaccen wa’adi. [116]

#: •Do you tend to withhold negative feedback for fear of upsetting or alienating someone? [117] <> Ka kan kasa gaya wa ma’aikaci ya yi ba daidai ba saboda gudun b’ata masa rai? [118]

#: •When you do deliver negative feedback, do you find yourself softening it? [119] <> Idan kuma ka tashi yin gyaran, ka kan sassauta harshenka? [120]

#: •Do your bosses or fellow managers perceive you as soft and overly accommodating? [121] <> Shin shugabanninka da abokan aikinka na daukarka a matsayin mai saukin kai da tausayi? [122]

#: •Do the people who work for you [123] <> Shin masu aiki a karkashinka [124]

#: have a tendency to rest on their laurels when they do succeed (for instance, do they think that good work is enough, no striving for the next goal)? [125] <> na yin lako-lako idan su ka kai wani gaci, ba tare da kokarin kai wa mataki na gaba ba? [126]

#: If you find yourself answering “yes” [127] <> Idan ka samu kanka ka na cewa ‘e’ [128]

#: to three or more of these questions, [129] <> ga tambayoyi uku ko fiye daga cikin wadanda aka ambata a sama, [130]

#: you might be suffering from Nice Boss Syndrome. [131] <> mai yiwuwa ne ka afka cikin tarkon zama ‘Shugaba mai faran-faran’. [132]

#: In that case, [133] <> Idan haka ne kuwa, [134]

#: it’s time to change your ways. [135] <> to lokaci ya yi da za ka sauya dabi’unka. [136]

#: If you want to be respected, not just liked: [137] <> Idan har ka na so a girmamaka ba kawai a so ka ba: [138]

#: •Keep an “expectations logbook”, [139] <> Ka samar da ‘littafin manufofi’, [140]

#: laying out performance expectations for each of your staff, [141] <> inda za ka bayyana abubuwan da ka ke so kowanne ma’aikaci ya cimma, [142]

#: your ongoing daily observations about their performance, [143] <> inda kuma za ka rika rubuta bayanai game da ayyukansu na yau da kullum, [144]

#: and any actions you’ve taken to enforce your expectations. [145] <> tare da duk wani mataki da ka dauka na ganin sun cimma muradunka. [146]

#: •For each of your reports, [147] <> Duk rahoton da ka fitar, [148]

#: revisit the goals you’ve set. [149] <> ka sake duba manufofin da ka sa a gaba. [150]

#: Are they ambitious or aggressive enough? [151] <> Shin sun kai matuka? [152]

#: Are they clear and quantifiable? [153] <> A bayyana su ke kuma ana iya kididdige su? [154]

#: Don’t downgrade just because someone failed to meet a goal. [155] <> Ka da ka rage don kawai wani ya gaza cimma manufa. [156]

#: •Is there a way to “gamify” performance expectations and make them public or transparent among your team? [157] <> Shin da akwai wata hanyar da za ka iya sa gasa tsakanin ma’aikata wurin cimma manufofin da aka sa gaba? [158]

#: Doing so might foster healthy competition [159] <> Hakan zai iya sa su zage damtse [160]

#: while making it harder for you to wiggle out if you need to hold people accountable. [161] <> kuma ya hana ka sassautawa idan wani ya gaza. [162]

#: •Practice delivering negative feedback: [163] <> Ka koyi yadda ake gaya wa ma’aikata cewa aikinsu bai yi ba: [164]

#: Avoid emotion and [165] <> Kiyaye bayyana bacin rai kuma [166]

#: stick to the facts; [167] <> ka tsaya kawai ga hujjoji na zahiri; [168]

#: flag that negative feedback is coming so it’s not a surprise; [169] <> duk wanda ya kauce hanya ka sanar da shi da wuri; [170]

#: focus on how to do it better next time rather than just critiquing the past. [171] <> ka mayar da hankali kan yadda za a gyara gaba ba wai sukar baya kurum ba. [172]

#: “Nice” bosses may feel good about themselves, [173] <> Shugabanni masu faran-faran na iya jin dadin zama da ma’aikatansu, [174]

#: but they don’t get world-class results. [175] <> amma ba sa samar da sakamako na azo-a-gani. [176]

#: Demanding bosses do. [177] <> Shugabanni masu tsanantawa su ke samar da hakan. [178]

#: And if you work for a nice boss, [179] <> Idan kuma ka na aiki ne karkashin shugaba mai faran-faran, [180]

#: don’t get too self-satisfied. [181] <> to kar ka gamsar da kanka cewa komai ya yi daidai. [182]

#: If you aren’t getting better at whatever you do for a living, [183] <> Idan har ba ka samun ci gaba a sana’arka, [184]

#: and learning and growing in the process, [185] <> tare da koyon sababbin abubuwa, [186]

#: you’re not just standing still, you’re really falling behind. [187] <> to gaskiya ba a tsaye ka ke cik ba, an bar ka a baya. [188]

#: In the modern business world – [189] <> A rayuwar aiki ta zamani – [190]

#: where competition can come from anyone and anywhere, anytime – [191] <> inda kalubale ke iya bullowa daga ko’ina kuma a kowanne lokaci – [192]

#: just getting by is not a winning formula. [193] <> tafiya sannu-sannu ba hanyar samun nasara ba ce. [194]

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