“Z” — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Business Management Daily
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"Z"

Q. I’ve got a group of employees who are so distracted by the political goings-on on a national level that they just can’t seem to focus on work. How can I get them to concentrate better?

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Q. I just accepted a midlevel manager job. Yesterday, I met with a senior vice president who I’ll have to work with regularly. He said, “I don’t suffer fools gladly.” I interpreted that as arrogant, especially given his pompous tone. How do you cope with fools like this?

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Q. My boss refuses to let me run an internal training program. He insists on wasting money on an outside consultant because he thinks this “expert” knows more than I do. I’m furious. Any advice on what I should do next?

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Q. Lately, I’ve had two different colleagues fail to reply to my important emails. Both were marked “urgent” but were apparently ignored. One of my colleagues had the audacity to say, “I never got it,” even though I’m sure she was lying. How can I get people to treat my emails seriously?

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Q. I was fired from my job. A vengeful boss resented my success and my relationships throughout the organization. I’m thinking of getting a lawyer and suing for wrongful termination. Have you been involved in such lawsuits? What’s it like to take legal action?

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Q: I’ve got a perfectly good employee with one annoying habit: He’s chronically late for meetings. I’ve repeatedly asked him why. I get excuses, not answers. I’ve started to disinvite him to meetings, but then he complains that he’s left out. Help!

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Q: A top executive here told me, “Don’t trust Jim. Everyone knows he’s a liar.” Jim is one of our senior executives. I would never trust Jim; I figured that out years ago! I’m more concerned that the executive felt a need to badmouth Jim, his peer. Am I wrong to think less of the guy who said this?

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Q: It drives me crazy how our CEO loves to pay for overpriced consultants to tell us what we already know (or at least what I could’ve told the CEO for free). I’m never asked for my opinion. What’s a diplomatic way for me to convey my concern?

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Q: I have a budding star who I’m grooming for a senior role here. I keep hearing I should move him around to different jobs, exposing him to new challenges. But he loves his current job, and he’s outperforming everybody. Why change what works so well?

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Q: My most recent promotion was a big deal, and I keep hearing I’m being groomed for a top job here. But the new job requires almost constant travel. I hate airports, especially with those long lines and delays. But I fear if I gripe about the travel, I’ll look bad. Help!

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