Home' Trinidad and Tobago Guardian : July 30th 2013 Contents B2
Guardian www.guardian.co.tt Tuesday, July 30, 2013
A DYNAMIC COMPANY IN THE SHIPPING INDUSTRY
HAS THE FOLLOWING VACANCIES AVAILABLE:
1. Accounting assistant
2. Administrative assistant / Secretary
3. Exports coordinator
4. Hiab drivers / Heavy-T Drivers
5. Imports coordinator
6. Warehouse attendant / Packers for Household
and Personal Effects
If interested and you have experience in any of the above
positions, please apply to:
c/o Trinidad Guardian
St. Vincent Street, P.O.S.
No later than August 16, 2013.
CAREER OPPORTUNITIES IN HOSPITALITY INDUSRTY
We are presently recruiting suitably qualified professionals to fill the vacancies in our Hotel
Sector Operations listed below. We are an equal opportunity employer who offers competi-
tive remuneration and excellent working conditions and on the job training in most posi-
tions. Must have International and Caribbean experience.
* General Manager
* Human Resource Manager
* Executive Chef
* Executive Housekeeper
* Restaurant & Bar Managers * Bar Managers
* Front Office Reservations Manager
* Rooms Division Manager
*APPLICANTS CAN ALSO APPLY IN PERSON DIRECTLY TO THE RESORT *
APPLICANTS ARE REQUIRED TO SUBMIT THEIR APPLICATION WITH PASSPORT PHOTO TO:
ONLY SUITABLE CANDIDATES WILL BE ACKNOWLEDGED
The only difference between you and your
colleagues is that you re in charge.
Does this sound like a job you d want?
You ll be managing a diverse group of people
from a variety of departments. They each have
different areas of expertise and different ways
of getting work done. The people don t report
to you, and you ll have little to no authority
over directing their performance. However,
you ll be held accountable for the team s out-
put. To accomplish the team s goals, you ll be
expected, among other things, to motivate,
facilitate, encourage, communicate effectively,
build trust, and resolve conflict.
This doesn t sound like a lot of fun, does
it?When leading a team of your peers, these
are typical challenges.
Leadership is a complex subject. There are
visionary leaders, empowering leaders, charis-
matic leaders, and values-based leaders. For
each of these styles, there are situations where
that style is and is not effective. However, the
one thing that traditional leaders can usually
rely on, regardless of their style or situation,
is legitimate power. When things get tough,
a traditional leader has the status and position
to demand how work is done.
But when you re in charge of a team of your
peers, your level of authority is often nonex-
istent. You might have as little status as the
person to whom the work has been given---
but is that enough to lead what is essentially
a horizontal collaboration?
To lead a multifunctional peer group, you
must have all the characteristics of great lead-
ers; and then some. Here are the key skills
you ll need to succeed.
Master the group process
Learn to lead discussions and proactively
manage different personalities. You never know
what past experiences---good and bad---team
members have had with one another.
Whatever the history, your role as leader
starts by setting a positive foundation for the
team s interactions:
• Establish a relaxed environment, where
everyone is encouraged to share opinions and
• Ask for input from everyone, and encour-
age quieter members to speak up.
• Use active listening skills, like paraphrasing
and asking questions for clarification.
• Insist on respect for one another and, for
tasks taking a lot of time and effort, consider
developing a team charter to define your team s
goals and how the team will work.
• Use participative decision making tools,
and try to ensure active involvement and com-
mitment from the team.
Empower Team Members
Leaders who give power to others can be
very influential and motivating. When leaders
use their power to help others accomplish
great things, people often want to work very
hard for them.
When you empower someone, you re essen-
tially saying that you trust that person. When
people feel trusted, they may naturally want
to take on more responsibility for the outcome,
because they ll share in the spotlight when
success is achieved.
Empowerment, then, is a great motivator,
and it can be used to recognize the efforts of
team members. When leading your peers, be
creative with reward and recognition; some-
times assigning a task or granting a level of
authority can serve as a very effective reward.
Beyond this, work hard to motivate the peo-
ple you re working with and, in particular,
give praise wherever it s due.
Rules, regulations and a heavy-handed
approach can cause resentment and non-
compliance in a team of peers. Use discretion,
and learn to adapt to the changing environ-
ment; this can be critical.
You won t always be the expert, and you
won t always know what to do. With a flexible
leadership style, you can often deal with chang-
ing circumstances without compromising your
leadership role. If you rely on a rigid structure
and style, you may find yourself challenged
often, and you may waste your energy fighting
interpersonal battles instead of accomplishing
Essentially, you need to help your team
adjust to changes in direction, circumstance,
and priority. Whenever you get a cross-section
of people working together, there can be times
of ambiguity and uncertainty. When you re
open to change, your team will see that, and
they ll be more likely to also accept change.
Few teams would get very far without goals.
Certainly you need goals to point you in the
right direction and to evaluate performance.
When you bring together a diverse set of peo-
ple, having a clear direction is even more
All team members will likely have their own
perspectives. These could lead your team down
very different paths -- if there s no central
direction to follow. Different paths can also
cause conflict around resources and priori-
You can avoid many of these difficulties
with clear goal setting that s based on agreed
and valuable objectives. It s much easier to
keep people working together effectively if
objectives are clear, if it s obvious how the
team s output will help its customer, and if
disputes are resolved by referring to the team s
From then on, it s important that you devel-
op an implementation plan and remain focused
on your targets. Continued on Page B3
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