Don’t just be a boss — be a leader. Maximize your leadership skills in the five most crucial areas: decision making, executive coaching, leadership training, strategic management and understanding your leadership style.
Situational leadership changes depending on the type of leadership (direction and support) each of your employee’s needs. Emotional leadership is based more on the theory of emotional intelligences and relates to the situation at hand.
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Smaller organizations often have little or no budget to train their management teams. But no budget doesn’t have to mean no training. Here is a list of some of the best free online training for managers and HR professionals offered by colleges and reputable organizations ...
An old employee-relations idea has found new purpose in today’s tumultuous business environment: Employee resource groups (ERGs)—also known as affinity groups or employee networks—are on the rise in companies large and small.
If you think about it, the whole process of starting with learning the basics of any discipline and methodically working your way up to some level of mastery makes sense for undertakings far beyond Boy Scout merit badges. It led me to consider, “If there were a merit badge for organizational leadership, what would the requirements be?”
Question: “I decided to apply for a management job. I expected to receive the same salary as my friend, who has a similar position with another team. When I got the promotion, my new boss didn’t say how much my raise would be. It turns out that I not only make less than my friend, but I also work about 50% more hours. I want to transfer to a different department, but I am not sure how to go about it.”
With unemployment still floating above 9%, it’s a bit easier to find good employees. But keeping the best people never has been and never will be easy. What can you do to keep them around? A recent Harvard Business Review pointed to these key retention mistakes and solutions to fix them:
The challenges facing HR pros who specialize in talent, compensation and benefits are dramatically different today than they were just a year ago. At Deloitte Consulting, we call it “the talent paradox”—the apparent contradiction that occurs when unemployment is still relatively high, yet companies still are seeing significant shortages in critical talent areas.
Managers, like everyone else, are more comfortable and more skilled sticking to old patterns rather than embracing new ones. Experience may teach us certain lessons that become entrenched.
A fear-driven corporate culture is what Steve Sadove encountered when he took over as president of Clairol in 1991. "Part of my role as the leader was to create an environment that was going to allow innovation and creativity and make it OK to fail,” recalls Sadove. Thus began a golden period of growth for Clairol.
Motivation comes in three flavors: power, affiliation and achievement. So do bosses. Know which motivator drives your boss—and what he or she really wants—to be more successful on the job.
Ben Franklin was a real promoter of unity, hard work, scientific progress and a pluralism way ahead of its time. Here's a time-machine interview with Franklin, adapted from The Autobiography of Benjamin Franklin.