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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I’d like your perspective on an issue that has caused dissension between me and my boss.
It has taken me many years to figure out how to communicate with my
employees. Shooting the breeze at a company picnic is easy, but it’s
harder to level with them about key details of the business, especially
the cold, hard facts that can put a damper on anyone’s day. I’ve found that the trick is to mix good news with bad.
The more authority you wield, the more you’ll have to fend off
criticism from peers and subordinates. That’s the price of exercising
power over others. But you can overcome that occupational hazard by
shielding yourself from their verbal slings and arrows.
In most polls of employees, working for an overly bossy boss ranks
among the worst management traits. A manager who suffocates you by
bearing down on your every move and intruding on your ability to think
and act independently can drain your energy and leave you gasping for
The authors of Semper Fi (Amacom, 1998) are convinced that managers can boost their leadership skills by borrowing tips from the Marine Corps.
An interview with Winston Wallin, former president of Pillsbury Company and CEO of Medtronic, Inc.
Your secretary has started behaving strangely. You think she might be jealous of your recent promotion, but how do you get her back on track?
In 1983 only six firms out of the Fortune 200 were testing their workers for drugs. By 1991, 196 of these companies were doing it.
Too much talk, not enough action. That’s the danger of relying on committees.
You already know that it’s smart to empower employees by nurturing their strengths and letting learn and grow on the job. The last thing you need is another book on the beauty and benefits of fair, enlightened management. To its credit, Leveraging People and Profit (Butterworth-Heinemann, 1998) doesn’t preach.