Employees need to trust you as their leader if they’re going to outperform as a team. They must believe you’ll put their interests ahead of your own. But how do you communicate you'll do just that? The director of the National Institutes of Health, Francis Collins, provides an example.
Keep your mind sharp by feeding it new "software" to run. One of the best programs to install, according to holistic physician Andrew Weil, M.D.: a foreign language. You don't have to master it, just study it to keep your brain toned. -- Adapted from an interview with Weil on NPR.
Q. About half of my 12 employees like working for me. The others are outspoken about how much they hate my management style. They tell me, my boss and pretty much anyone else within earshot that I’m too tough, uncaring, demanding, etc. How can I win over all 12?
A trove of sample policies, employment law issues and self-audit tips. Download it now
Last week in this space, I wrote about the importance of seeing opportunity in your team and what you can do to help your team see opportunities as well. I ended by telling you that the way to create that opportunity view was by creating a definiteness of purpose across all members of your team. Then I promised I would say more about how to create that is week. If I could give you just one suggestion it would be to: Discuss organizational whys.
Social media manager HootSuite offers a Monday morning checklist to beat the blues.
Q. I’ve heard a lot about the benefits of nonverbal behavior in negotiation. Shaking hands seems like such a natural way to begin a negotiation, but does it signal too much eagerness to reach agreement?
Q: “Management allowed my boss to hire one of her relatives, even though this is against company policy. My manager and ‘Wendy’ were not close before, but now they carpool, eat lunch together, and even plan joint family vacations. My concern is that Wendy is not being properly supervised. Her work is often incorrect, but my boss constantly makes excuses for her. The executive who approved Wendy’s hiring has left, so our current management may not be aware of their relationship. I don’t know whether to report this policy violation or just ignore it and focus on my work.” Wendy’s co-worker
The families of Americans killed on 9/11 rose from crippling tragedy to reshape national policy, becoming the most successful citizen-advocates in generations. Their advice to leaders?
In 2007, Bob Essner felt justifiably triumphant. He had engineered a successful turnaround of Wyeth, the pharmaceutical giant, after six years of reinventing the company. But even after increasing revenue by 30%—to $20.4 billion—Essner suddenly lost his job. What went wrong?
Seize the moment that the economy is giving you ... Avoid the one word that will kill your credibility ... Learn about discipline from Bobby Knight.
When Sam Palmisano became IBM’s chief executive in 2002, he succeeded a superstar CEO, Lou Gerstner. In 1993, Gerstner turned around the sinking company, declaring, “The last thing IBM needs is a vision.” By 2002, however, Palmisano felt IBM needed one.