College presidents don’t like to admit it, but as cheerleaders in chief, they need charm to chat up everyone from teenagers to rich donors. Without charm, they’d be sunk.
Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.
One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?
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Job descriptions are the cornerstone of communication between you and your staff. Job descriptions can also be useful tools in court. Make sure you have job descriptions for all employees’ positions. Then keep those descriptions updated whenever the duties change.
After 20 years of being a secretary, writes one administrative professional, she knows how to do the necessary work. That hasn’t kept her current supervisor or her supervisor’s boss—both women—from berating and intimidating her. The admin asks, “How can I learn to stand up for myself in a professional manner?”
Stever Robbins, famous for advice on maximizing your creativity and whipping your e-mail into submission, now is integrating time management and innovation into a coherent system for getting things done. From his new guide to working less and accomplishing more:
Some employees think they can freely break rules they consider unimportant. Trouble is, other employees often follow suit. Your best bet for stopping such nonsense: Explain to the main culprit that his behavior is unacceptable—and then give him one last chance. Get that warning in writing with a formal last-chance agreement.
Save yourself lots of trouble by posting all open positions and telling employees exactly how to apply. When jobs aren’t posted and a member of a protected class misses out on a job opportunity, he or she can argue that the employer purposely hid the opening in order to exclude some individuals.