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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Thousands of people deliver Power-Point presentations each day, and most could sharpen their message if the slides were less distracting. Here are some techniques and guidelines to do that:
What should you do about a co-worker who takes advantage of a boss-less office? How do you bring this to your boss’s attention without appearing like a troublemaker? Here are some ideas for addressing a co-worker’s slacker behavior:
Signing a contract is always a hair-raising and nervous experience. But signing a hotel, convention center or other facility's standard contract for your company could damage your organization's financial well being. To protect yourself, ask to review the standard contract, but consider that as only a starting point.
The concept of the “complete leader” who has it all figured out is finally bowing before the sheer complexity of modern problems. After working with hundreds of people who struggled under the old myth, researchers at the MIT Sloan School of Management and MIT Leadership Center have come up with a new theory: distributed leadership.
You may dread confronting employees face to face about performance issues. But employees are far more likely to accept your critique and commit to improvement if you present those problems in a fair, concrete and "problem-solving" manner. Use these six tips as a framework to guide your discussion:
When new positions open up, HR professionals often meet with hiring managers to gather information about the job and develop hiring strategies. The problem: Too many HR pros take the wrong approach—a passive “order taking” approach—to these intake meetings. Here are ways to make the switch from order-taker to hiring consultant: