Jeff Weiner, CEO of LinkedIn, frequently borrows a phrase from legendary Duke basketball coach Mike Krzyzewski, who likes to say “next play” after every sequence on the basketball court. It’s a way to focus players on what they need to do to succeed.
For decades, management experts have praised Jack Welch as a model leader. The former CEO of General Electric was famous for firing the lowest-rated performers every year, causing employees to compete with each other to retain their jobs. John Mackey, co-CEO of Whole Foods Market, rejects that approach.
In just over a decade, the Tufts University men’s lacrosse team has gone from worst to first under head coach Mike Daly. Instead of focusing on wins, Daly urged players to take pride in mastering the details and always improving their craft.
Research has begun about social media in the workplace with mixed findings. For you, the question is: Should I “friend” my employees on Facebook?
When teams sputter, conflicts can erupt. As the leader, you can insist that difficult personalities find a way to get along. Encourage diverse teams to look past their differences. Use these strategies to cure your team's negativity.
When leading teams, resist the urge to overdo it. Some facilitators jump in and play fixer as soon as the group hits a snag. But the team won’t grow if you intervene too soon—or too often.
Some teams struggle to work together. Personalities clash, disagreements intensify and meetings turn into protracted turf battles. When groups become polarized, shake up the status quo. Try these techniques to reverse a downhill spiral so that teams regain their footing.
The best meetings don’t happen by accident. For Al Pittampalli, author of Read This Before Our Next Meeting, the key to worthwhile meetings is to distribute relevant material to participants ahead of time, and hold them accountable for reading the content.
You don’t win, as a coach, more men’s college basketball games than any other without being a phenomenal leader. Duke University's Mike Krzyzewski is a leader who happens to coach basketball. He knows that his efforts and successes are about others, not about himself ...
Even though Brad Smith, CEO of Intuit, oversees a workforce of about 8,000 people, he spurs innovation by getting out of the way. Rather than micromanage, he prods employees to think like entrepreneurs launching a business.