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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Q. I’m fed up with waiting six months for a great performance review, only to get a measly little raise. This has gone on for four years. What can I do to break this cycle?
Most management experts warn against meddling in your employees’ every decision. That advice isn’t always right. While controlling supervisors can turn their bold innovators into pliant order-takers, there are times when micromanaging makes sense.
Senior executives at large companies often attend intensive advanced
management programs through local universities. Aside from the actual
knowledge that they pick up in these courses, the participants usually
find that the real value comes from getting to know other business
people in entirely different industries.
Ever wonder why some managers create a harmonious, warm atmosphere while others operate in a snake pit?
When you’re about to turn in a major report or make an ambitious proposal to senior management, rally support first.
Larry Stupski served as vice chairman of Charles Schwab & Co., a
discount brokerage firm known for its innovative products and service.
Now retired, Stupski is chairman of Jobs for California Graduates, a
nonprofit mentoring program for disadvantaged youth. Stupski is living
proof that it pays to find a wise, insightful guide to help you sharpen
your skills and chart a successful career path.
Before you sign a contract with a vendor or supplier, draft a separate “expectation management” sheet.
Many business owners worry about sharing too much information with employees. But the secret of communicating financial data with your team is to
track profit and loss while also teaching them to read a balance sheet.
Many business owners worry about sharing too much information with
employees. They may figure it will either turn pliant workers into
resentful critics or bore staffers who don’t care about the company’s
numbers. But the secret of communicating financial data with your team
is to track profit and loss while also teaching them to read a balance
Richard H. Jenrette, 69, has an impressive résumé. The retired
chairman, president and CEO of The Equitable Companies also co-founded
Donaldson, Lufkin & Jenrette (DLJ), a large investment banking and
securities firm that remains a Wall Street powerhouse.