bbchausa verticals/043 becoming the boss

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#: What nobody tells you about becoming the boss [1] <> Sirrin da ake boye maka game da shugabanci [2]

#: The good, the bad and the unexpected of getting promoted to the top. [3] <> Shugabanci abu ne mai sarkakiya a tsakanin mutane [4]

#: Long before Roman Stanek became founder and CEO of GoodData, [5] <> Shekaru da dama kafin Roman Stanek ya kafa kamfanin GoodData, [6]

#: the cloud-based software and data-analytics firm based in San Francisco, [7] <> mai samar da manhajar nazarin bayanai a kwamfuta, da ke garin San Francisco a Amurka, [8]

#: he was just a respected engineer. [9] <> shi kwararren injiniya ne. [10]

#: After a few promotions at software companies, [11] <> Bayan samun karin girma a kamfanonin manhajar kwamfuta dabam-daban, [12]

#: that engineer found himself in 1997 as CEO of the software company NetBeans. [13] <> wannan injiniyan ya samu kansa a 1997 a matsayin shugaban kamfanin NetBeans. [14]

#: A far cry from engineering, Stanek suddenly had to develop an entirely new skillset, one as a manager and leader. [15] <> Nan take Stanek ya fahimci ya na bukatar samun kwarewar da bata danganci aikin injiniya ba domin zama ingantaccen shugaba. [16]

#: Things didn’t always go smoothly. [17] <> Lamarin ba zai masa da sauki ba. [18]

#: When Sun Microsystems offered to buy the company in 1999, [19] <> Lokacin da Sun Microsystems ya yi tayin sayen kamfanin a 1999, [20]

#: Stanek thought he could manage the acquisition largely in-house — [21] <> Stanek ya yi zaton zai iya tattaunawa da su shi kadai, [22]

#: until he learned the other side had a team of a hundred people working on it. [23] <> kafin ya gano cewa kimanin mutane 100 ne Sun Microsystems ya dora wa aikin tattaunawar. [24]

#: There were arguments [25] <> Sun sha samun sabani [26]

#: and days when Stanek thought the whole deal would fall apart. [27] <> kuma lokaci-lokaci Stanek kan ji kar ma a fasa cinikin baki daya. [28]

#: It was his trial by fire in upper management, [29] <> Wannan ita ce hanyar da ya dandani shugabanci, [30]

#: and it was simply no fun. [31] <> kuma lallai bai ji da dadi ba. [32]

#: If you’re heading to the top, you need to be prepared. [33] <> Idan kai ma ka na kan hanyar samun shugabanci, to ya kamata ka kwana cikin shiri. [34]

#: Those who have done it say middle management does little to prep someone for the upper ranks, [35] <> Wadannan su ka samu shugabancin kamfani sun ce rike kananan mukamai ba ya taimakawa wurin kwarewa a shugabanci, [36]

#: where suddenly every decision is more difficult and losses have far more at stake. [37] <> inda kowanne hukunci da zaka yanke kan zama mai wuya. [38]

#: How then do you get ready for your role at the top? [39] <> To yaya zamu iya shiryawa shugabanci ke nan? [40]

#: Mastering the worst [41] <> Ta hanyewar sabawa da mummunan yanayi. [42]

#: First, get ready to handle all that’s bad at your company. [43] <> Na farko, ka shirye tunkurar duk abinda ba shi da dadin sha'ani a kamfanin da za ka shugabanta. [44]

#: If you’re a good upper executive, you’ve delegated most of the day-to-day decisions. [45] <> Idan kai shugaban kwarai ne, dama ka nada wadanda za su rika kula da ayyukan yau-da-gobe. [46]

#: That means the only ones that come to you are the tough ones. [47] <> Hakan na nufin batutuwan da za su rika isa gare ka sai mara sa dadi, [48]

#: The problems nobody wants to handle. [49] <> wadanda su ka sha kan kowa. [50]

#: So handling the worst is the first skill you must master when reaching the top, [51] <> Don haka abu na farko da zaka kware a kai shi ne kula da lamura masu wuyar sha'ani, [52]

#: says Linda A Hill, professor of business administration at Harvard Business School. [53] <> in ji Linda A Hill, farfesa a harkar shugabancin kamfanoni a makarantar kasuwanci ta jami'ar Harvard. [54]

#: In upper management, ethical dilemmas are more complicated. [55] <> Daukar mataki idan ka na shugabantar kamfani yafi wahala da sarkakiya, fiye da lokacin da ka ke shugabantar wani bangare. [56]

#: Changes to the culture affect far more people than just the team you used to manage. [57] <> Inda a da ka kan yi tunanin wadanda ke karkashinka ne kadai, idan ka zama shugaba, sai ka duba yadda matakin zai shafi sauran sassan kamfanin. [58]

#: Switch mid-stream and it will turn the entire company’s direction, a far riskier outcome than when you were just a middle manager. [59] <> Daukar wadannan matakan ya na kara tsananta kasancewar ka yi nisa da inda matsalar ta ke. [60]

#: “Even if you’re a star, if you’re an excellent manager, [61] <> "Komin kwarewarka a shugabanci, [62]

#: you’ll need a healthy team of people you trust to run the business,” Hill says. [63] <> ka na bukatar wasu gogaggun ma'aikata da ka amince da su wadanda zasu tallafa wurin tafiyar da kamfanin," in ji Hill. [64]

#: Finding friends [65] <> Nemo abokai [66]

#: Once you find yourself running the office, it’s time to look for friends in the same situation, [67] <> Da zarar ka samu kanka a matsayin da kai ka ke tafiyar da kamfani, sai ka yi kokarin nemo abokan da jirgi daya ya kwaso ku, [68]

#: says Mark Fagan, managing partner of accounting firm Citrin Cooperman’s office in Connecticut in the US. [69] <> in ji Mark Fagan, babban jami'i a kamfanin kididdigar kudi na Cooperman's office da ke Connecticut a Amurka. [70]

#: Fagan has audited several thousand companies [71] <> Fagan ya yi binciken kudi a dubunnan kamfanunnuka [72]

#: in his 31-year career, [73] <> a shekaru 31 da ya kwashe ya na aikinsa, [74]

#: watching many mid-level managers make it or burn out once they’re promoted to the top. [75] <> inda ya ga wasu manajojin da su ka kasa tasiri bayan sun zama shugabanni. [76]

#: Among the most common reasons they fail: trying to do it all without advice. [77] <> Babbar matsalar da su ka fi fuskanta kuwa ita ce rashin abokan shawara. [78]

#: “CEOs need an inner circle. [79] <> Fagan ya ce: "Shugabanni na bukatar mukarraban da za su ba su shawara [80]

#: It may not be your in-house C-suite executives, [81] <> amma ba lallai mataimakansu a kamfanin ba, [82]

#: because they may be negatively affected by the decisions you make,” Fagan says. [83] <> kasancewar matakan da za su dauke zasu iya shafar abokan aikin na su. [84]

#: “You may need to look outside your company for people in the same boat as you.” [85] <> Mashawartan da ka ke bukata su ne shugabanni irinka wadanda ke aiki wasu kamfanonin dabam." [86]

#: It’s your call [87] <> Zabi ya rage naka [88]

#: At the end of the day, [89] <> Komai taka je taka zo dai, [90]

#: final decisions rest with you — [91] <> yanke hukuncin karshe ya na hannunka – [92]

#: both the good ones and the bad ones. [93] <> mai kyau da mara kyau. [94]

#: It’s that level of ultimate responsibility that is the toughest part to master about being a CEO, [95] <> Daukar wannan nauyin shin abinda yafi komai wuya idan ka zama shugaba, [96]

#: says Autumn Manning, who runs the employee engagement firm YouEarnedIt. [97] <> a cewar Autumn Manning, shugabar kamfanin kula da ma'aikata na YouEarnedIt. [98]

#: Sometimes it’s up to you to make the unpopular decision, the one that’s going to disappoint people who you’ve worked with for years. [99] <> Wasu lokutan dole ne ka dauki matakin da zai bakantawa mutanen da ka kwashe shekaru da yawa ka na aiki da su. [100]

#: For Manning, she has figured out decisions she’s confident at making and other ones where she’s going to need help. [101] <> Ita dai Manning ta gano inda ta ke da kwarewar da za ta iya yanke hukunci da kanta da kuma inda ta ke neman taimako. [102]

#: She’s better at product-related decisions, she says, [103] <> Ta ce tafi kwarewa a fannin abubuwan da kamfaninta ke samarwa, [104]

#: while for ones that involve cash flow, Manning pulls in her chief operating officer. [105] <> amma idan batun lissafin kudi ya taso, sai ta nemi shawarar babban akantanta. [106]

#: “At the end of the day, you have the ultimate say as CEO,” [107] <> "A karshe dai ke za ki yanke hukunci. [108]

#: If you don’t, everything might grind to a halt waiting for you.” [109] <> Idan ki ka tsaya jan kafa, komai zai iya tsayawa cik, ana jiranki." [110]

#: Learning the ropes [111] <> Da koyo kan iya [112]

#: During the acquisition of NetBeans, [113] <> Lokacin cinikin NetBeans, [114]

#: Stanek learned a lesson that still affects the way he makes decisions 17 years later. [115] <> Stanek ya koyi darussan da ke tasiri akan shugabancinsa bayan shekaru 17. [116]

#: The entire deal kept getting held up over small wordings in the contract [117] <> An sha samun sabani da sa-in-sa tsakanin bangarorin biyu akan 'yan kananan kalmomin da ke cikin kwangilar. [118]

#: Stanek had hired his own acquisitions team, [119] <> Sai da Stanek ya dauki na sa ma'aikatan da za su tattauna da daya bangaren, [120]

#: and finally he realised that the two sides, working in different offices, [121] <> amma sun ci gaba da samun sabani kasancewar su na aiki ne daga ofisoshi dabam-daban. [122]

#: simply needed to get together to work things out. [123] <> Ko da ya kira bangarorin biyu ya hada su zama wuri daya sai aka daidaita. [124]

#: “What I learned is that distance creates mistrust,” Stanek says. [125] <> Ya ce: "Abinda na koya shi ne, nisa kan kawo rashin amincewa da juna." [126]

#: If you’re moving up to the top, that kind of trial might be waiting for you. [127] <> Idan kai ma ka na kan hanyar samun shugabanci, zaka iya iya haduwa da irin wannan matsalar farkon hawanka, [128]

#: But learn from it, figure out how to make the big decisions [129] <> amma idan ka koyi darasi daga matsalar, ka fuskanci yadda ya kamata ka tafiyar da harkarka don gaba, [130]

#: and you’ll find a comfortable home in the corner office. [131] <> hakika za ka ji dadin mike kafafunka a kujerar mulki. [132]

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