When David Cote became Honeywell’s CEO in 2002, it was in disarray. And so he listed 12 behaviors that he wanted everyone to follow. He felt that unifying the company around the behaviors would work better than articulating vague, hard-to-measure values. Read More.
There's wisdom in every separation. As a leader, never let a single employee's departure from your company go unstudied. Don't just conduct a thorough exit interview—ask questions of others and examine the reasons for unhappiness that might exist beneath the surface of things. Keep a file solely about the lessons that are learned from each person's decision to leave (or the decision that was made for them). Those lessons are necessary to shape your culture.
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?
A collection of sample policies, employment law guidance and self-audit tips. Download 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: “For the past few weeks, one of my co-workers has been watching me closely and finding fault with my work. She keeps telling me what to do, even though she’s not my supervisor. I actually have more experience than she does. Should I tell my manager about this? I don’t want him to think I’m complaining.” Jenny
Ask yourself the three things T. Boone Pickens does ... Beware the trappings of success ... Be aware that leadership is just as important as ever.
After years of steep losses, Thomas Cook Group earned a profit with Harriet Green at the helm. When she became the struggling British travel company’s CEO in July 2012, it was burning through cash. Her turnaround strategy: Make decisive decisions, quickly.
To gather market intelligence and grapple with your industry’s ever-changing competitive landscape, you can’t sit at your desk. You need to expand your network and keep probing to learn more from others.
When you’re climbing the corporate ladder, you may model yourself on your superior. But sometimes it’s better to stay true to yourself—even if that means developing a distinctly different style.