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.
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: “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
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.
In fielding highly charged emotional statements, your first goal is understanding and clarification. Your second is conveying that you care.