In October 2008, Fred Tomczyk spent his first month as TD Ameritrade’s CEO under fire. He found himself running the financial services firm amid a punishing global economic crisis. But rather than retreat into survival mode, he decided to overhaul the firm’s business model. Read More.
Step one in leading a new staff? Get everyone's names down fast—and use them. Addressing someone by name within a few days of shaking their hand for the first time sends the message that you care who works for you, and that you see all employees as individuals worthy of connecting with. It's an especially meaningful gesture to those a few notches down the corporate ladder.
Q. An employee here seems unusually comfortable disclosing personal issues she’s facing. She regales everyone about her former battle with alcoholism, for example. Should I shut this down? It seems inappropriate.
Hiring and retaining great employees is the #1 most critical factor in the success of you and your organization. But how do you identify who will be the winners from who will be the whiners? And once you hire the winners, how do you motivate and retain them? Watch the video now.
I was at my farm recently, and I was looking at the silo you see a picture of here. Erected in 1979, it was the “Cadillac” of structures of its type. Today, the entire silo business is nonexistent. The change is a story largely of the modern dairy (and to a lesser degree hog) farm. As the farms get larger and the organizations more complex, the silo can’t play a role. As big as they are (this one, 20 feet across and 60 feet tall), they just aren’t large enough. The silo business in agriculture is all but over. In the rest of the world, however, silos are alive and well in organizations everywhere. You know what I mean. There is the sales silo, the marketing silo, the manufacturing silo, the IT silo. There is also the first shift silo, the second shift silo and much more. Do I need to go on? What can we take from this situation — “real” silos losing favor, but organizational ones alive and well? Let’s see what we can see.
Michael Norton and Elizabeth Dunn, co-authors of Happy Money, asked a group of high-net-worth individuals how much wealth it would take to trigger true contentment.
Q: During a private conversation with a friend who works in my industry, I learned confidential information that will put my small company at risk of considerable loss if it reaches agreement in an ongoing negotiation with another small company. What should I do?
Q: “Our human resources manager recently said I should consider seeing a therapist because I might be suffering from post-traumatic stress disorder. Last year was difficult because my husband lost his job, then was diagnosed with cancer. I was appalled by her suggestion and told her that she was completely out of line. A few weeks later, she emailed me to say that she felt we did not finish our conversation and was open to talking if I was interested. I did not reply, and now she will barely acknowledge me. I really don’t care, but it’s somewhat awkward because we work in a small company.” Insulted
You can waste many hours of precious time if you don’t run a tight business meeting. Here are five ways to do it right.
In 2013, BlackBerry was bordering on bankruptcy. Now it’s surprising many of its critics by showing signs of a dramatic turnaround under its new CEO, John Chen.
This controversial approach to performance evaluation requires that supervisors group employees from top to bottom. The CEO of Nielsen Holdings remains a fan.
If you treat customers as equals, focusing on them as individuals, you’ll stay on the right path. Here’s a list of don’ts.