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Management Training

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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When interviewing for a job, determine whether the hiring manager cares more about “hard” qualifications, such as your technical experience, or “soft” skills, such as your work ethic.
In job interviews, you can look candidates in the eye and weigh whether they’d fit at your firm. But that’s hardly a foolproof way to measure integrity.
Fred Abrew, 62, became CEO at Equitable Resources Inc., a Pennsylvania utility company, after nearly 40 years of climbing the corporate ladder. He served as CEO for three years, leaving in 1997 with a “golden parachute” worth $1.35 million. We spoke with Abrew about his steady ascent to the top:
That’s right—get rid of that silly box.
Coach employees using the Purpose-Ask-Reach agreement approach.
Change never lets up. And convincing your staff to embrace constant change keeps getting tougher.
Q. Nine months ago, I took a smaller raise in return for a promise that I’d get better, higher-profile assignments. I was told that I could rise faster by proving myself in high-visibility jobs, so I agreed to forgo money for long-term gain. I’m still waiting for the chance to step out and get more exposure. How long should I wait?
Every day, 2.2 million e-mails get sent. Many of them never get read.
Q. I’m 54 and feeling marginalized. Most newcomers are 20 years younger than me and they seem to get all the attention. They get invited to management meetings and get treated more seriously, despite my seniority. Am I being paranoid?
Beware of “running out the clock” on the statute of limitations of a discrimination charge.
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