After three years as head writer for Saturday Night Live, Adam McKay was ready to quit in 2000. But before leaving SNL, McKay took his agent’s advice and approached Lorne Michaels with a series of demands he’d need fulfilled to stay put. Employing the "least-interest" principle worked for him beautifully.
When it's time to take that promising applicant out to an interview lunch, try this: Give him or her two distinct but similarly priced choices of where to go. The usual response is a humble "Oh, either one is fine!" There's nothing wrong with that answer, but you might want to give a bonus point if they make a truly confident pick of one place over the other. This hints they're not afraid to go after even the little things in life they want, and not defer on them in the hope they'll get lucky.
Q. One of my employees has a non-compliance problem. She almost always ignores my directives and does things her own way. Yet sometimes, her way turns out OK. It’s still unsettling to me when someone consistently fails to follow directions. Thoughts?
In this interview with EL Editor Morey Stettner, Walsh discusses every aspect of his skywriting business. Watch it now
Questions are like diamonds — they are extremely valuable and can be used in many different ways. While we mostly think of diamonds in jewelry, most people think of questions as a way to gain understanding or solve problems. But like diamonds, which have many industrial and other non-jewelry uses, questions have many other uses too. I want to use the remainder of the space I have here to talk about some uses we haven’t discussed much yet this month.
It’s time for a new discussion on women in leadership, says Avivah Wittenberg-Cox, who heads a gender consulting firm.
Q. I’ve heard a lot about the benefits of developing trust in negotiation and experienced some of them myself. But in my negotiations, I find myself struggling with the question of how trusting to be. Should I always aim to be as trusting as possible?
Q: “I was recently promoted to manage a group of people who used to be my peers. Even though I was the team lead for a year, I’m finding it hard to supervise my former co-workers. As their manager, I feel that I am not being authoritative enough. How should I handle this?” Novice Boss
In fielding highly charged emotional statements, your first goal is understanding and clarification. Your second is conveying that you care.
Sony once demonstrated the wrong way to handle a crisis.
As leaders in most any line of work will tell you, becoming a leader is mainly about what’s in your head, not in your physical prowess or material advantages. Mariano Rivera is a good example.
Would-be leaders can limit their effectiveness by clinging to self-defeating actions and attitudes. In your rush to succeed, it’s easy to overreach and alienate potential allies. Avoid these four common traps to strengthen your ability to lead over the long term.