Looking for Manger and a Coach for silver-gold team

We are looking for two Manger's and two coach's for our main team Thirst and our sister Team Thirst blue.

Requirement's age 18+ can be below 18 year's old but must show maturity Previous experience: pref not required but Must willing to learn Must be organized and willing to do Google doc's, organize team shedule/set up scrim's/practice's Having a flexible shedule is key min atleast 2x a week on sat/sun, can require more for tournament's Must be become a clan Member http://forum.dmg-inc.com/ Have Teamspeak/or download it Must have a Mic If interested Contact me by adding me on Lol Okitsugu, and message me your Interested.

Some qualities we are looking for in our Manger's are

. Cultural Affinity

We talk to our prospective new hires about our culture, and how it directs everything that we do. We know our managers are great leaders, coaches and high achievers, but I need to make sure they are 100 percent invested in the culture that makes us different than any other firm in our industry.

• Kuba Jewgieniew, Realty ONE Group

2. A Positive Attitude

Excitement can be contagious. If a manager exudes a positive attitude and a passion for his/her work, that will help keep morale high. I find that satisfied and happy employees are more productive. A manager that can motivate people while keeping them on task is a great asset.

• Michael Quinn, Yellow Bridge Interactive

3. Prioritization

Lack of focus is the reason many small companies fail. The best managers solve that problem through ruthless prioritization. They identify the three most impactful projects from a list of ten and focus their team on those three. They help keep their employees’ proverbial plates just the right amount of full.

• Bhavin Parikh, Magoosh Inc

4. Warmth and Competence

Research out of Harvard Business School found that the best leaders have two unique qualities: warmth and competence. They followed leaders from around the world and discovered that these two characteristics set the best bosses apart. Managers need both of these qualities to lead with their head and their heart.

• Vanessa Van Edwards, Science of People

5. Empathy

Strong managers work with their teams to set priorities, and then encourage their direct reports to go execute them. Things will always go wrong, whether it's because the goals were wrong, or the junior person just screwed up. At a startup, things are always in flux. It's critical that a manager cares about her team -- and that the team knows this -- to keep everyone positive and working together.

• Aaron Schwartz, Modify Watches

6. Accountability

Accountability is critical and matters more than simply getting the job done. A manager with strong accountability qualities will take action and responsibility for their goals and objectives. They report why something didn't go according to plan and work toward solutions. Most of all, this quality will rub off on the rest of the team and they too will be accountable for their role and results.

• Andrew Thomas, SkyBell Technologies, Inc.

7. Honesty

Lots of traits are important in a great manager, but honesty trumps them all. From the first interview onward, I'm looking for someone who will tell it like it is. Honesty is important whether it's a manager letting me know when I'm doing something wrong, holding up their hands when they make a mistake or simply saying, "I'm too busy to do this now." I want straight shooters who have integrity.

• Grant Gordon, Solomon Consulting Group

8. Patience

The art of patience is something that takes years to control and perfect. I look for managers who can exercise a deep understanding and awareness of patience with team members, clients, vendors and sometimes even with themselves! While I can teach all aspects of the job the one thing I can't teach is someone's gut reaction -- whether they will take a step back and assess or hastily engage.

• Kim Kaupe, ZinePak

9. Character

If you don't trust their character then nothing else really matters. There are many key attributes of a good manager that are derivatives of legitimate character and integrity. Managers that can't be trusted are dangerous and, more often than not, end up being a cancer to the organization that is painful and costly to remove.

• Seth Talbott, CEO and Startup Advisor

10. Flexibility

Great managers need to know how to think quickly on their feet, and they must also alter their management techniques for each employee, rather than expecting all employees to respond in the same manner to one broad management style.

• Andrew Schrage, Money Crashers Personal Finance

11. Effective Decision Making

When I look for a great manager, I look for someone who can take in a lot of information and make a decision. Who can then execute on it without much hand-holding.

Requirement's for a Coach age 18+ can be below 18 year's old but must show maturity Previous experience: pref not required but Must willing to learn Must be organized and willing to do Google doc's, watch team vod's and solo q vod's, making strategy for the team and give advice for team improvement and for Individual Improvement. Having a flexible shedule is key must be able to attend most Practice's and scrim's/Tournament's, being available atlest 4x a week min is required Must have At lest diamond Rank Must be become a clan Member http://forum.dmg-inc.com/ Have Teamspeak/or download it Must have a Mic If interested Contact me by adding me on Lol Okitsugu

Some Qualities we would like you to have or build on are

Trait #1: Organised approach / commitment The best of coaches are organised. This is perhaps one of the most important traits of a great coach because it shows commitment. Great coaches know that the success of their department / company is based on their employees. The better the employees, the better the results. Knowing this, they establish a coaching schedule each and every week. They know that coaching is like an exercise program: the more they follow the coaching schedule, the stronger their employees will become. They stick to it.

And this organised and committed approach tells their team that their success is important.

Trait #2: Process oriented / consistency The actual coaching process with the employee is not arbitrary. It is consistent. The employee is not left confused by the methodology of the coach. Good coaching has four key components: standards, monitoring, analysis and feedback.

The great manager consistently monitors an employee's work based on what they do against a set of skill standards established in the initial training (see "Objectivity" below). The great manager analyses what has been done and provides feedback designed to positively modify, change and alter the employee's behaviour. There is no willy-nilly, shoot from the hip approach to coaching. It is reliable, dependent, and consistent.

Trait #3: Participative feedback Great coaches don't tell their employees what they observed or what they 'did wrong'. Great coaches ask: "Mark, how do you feel you went?" "Chantal, relative to what we learned about knee jerk reactions, how do you think you went?". By doing this, the manager is allowing the employee to participate and in effect, coach themselves. Two way dialogue, not a one way monologue. The employee must do the analysis. It becomes more meaningful. The coach is not the 'bad guy'.

Trait #4: Objective Great coaches are objective with their feedback. They eliminate the arbitrary and subjective nature of feedback by clearly defining the 'standards' or 'standard operating procedure' for certain key parts of the employee's job. When feedback is provided on the standards, it is based on pre-determined components and not on the whim of the coach at that moment. The employee understands that and realises it is not a personal perspective. This makes the feedback meaningful, relevant and easier to apply.

Trait #5: Knowledgeable / skilled Perhaps it is understood, but great coaches are knowledgeable. They know the products or services. But more significantly, they know the processes - the skills and techniques that contribute to success. It is skills combined with knowledge that creates a success. The better the manager knows these two elements, the better they can help the employee modify, change and improve their behavior.

Trait #6: Balanced / fair Studies reveal that 'negative' (albeit, constructive) feedback is given five times more than positive. A great coach knows this and battles it. A great coach is conscious of looking for and providing positive feedback. But more importantly, a great coach knows not to dilute the positive with the constructive. For example: "Laura, that was a really great (insert behavior here). Well done ... But your (insert action) was weak." A great coach gives good news and good news only. They let their employees bathe in the praise. Or they give constructive feedback and constructive feedback only. There is no mixing of messages and hence, no confusion about the message.

Trait #7: Flexibility / adjustable While a great manager is process oriented and utilises clearly defined standards to guide the analysis, they can be flexible in the manner and tone in which coaching is applied. A great coach adjusts to the personality and behaviour of the individual employee. Analytical employees get more structure in their feedback. Driver-type employees get direct, no nonsence feedback. Amiable employees are handled with a little more sensitivity. Expressive employees get banter. This means the coach knows - really knows - their employees.

Trait #8: Patient / tolerant Most people resist change even if the change is for the good. Changing and modifying behaviour takes time and effort. Some employees adjust quickly - some don't. A good coach is aware of that and they're patient. Employees will make mistakes, sometimes repeatedly. A good coach is tolerant of mistakes. It may mean a little more extra coaching and a little more time, but often that's what is necessary for success. So they hunker down and get the job done.

Trait #9: Tough / firm A great coach knows when to be tough and kick butt. This means identifying employees who consistently under perform putting them on a 'get well program'. It means sticking to creating and communicating clear expectations, putting the employee on a plan and keeping them on task. It means follow up. Lots of follow up. It means not falling for excuses and it means not extending deadline after deadline. Tough love.

Trait #10: Realistic A great coach is realistic. Great coaches know when the coaching is NOT working and get well programs have not succeed. It means letting go. Terminating. The key point is this: for whatever reason, not every employee will benefit from the coaching efforts. Some employees will not apply the skills or techniques and won't succeed. Great coaches know when to quit. They know when to move on. They know that it is better to work on those who can grow than those who won't.