Your gut tells you to wait a day before sending an angry e-mail or to stay away from the rumor mill. That’s your intuitive intelligence, says best-selling author and UCLA psychiatrist Judith Orloff. By checking in with your intuitive coach, she says in her book Second Sight, you end up making better on-the-job decisions and navigating office politics masterfully.
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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Most lawsuits are not triggered by great injustices. Instead, simple management mistakes and perceived slights start the snowball of discontent rolling downhill toward the courtroom. Here are 6 of the biggest manager mistakes that harm an organization’s credibility in court. Use these points as a checklist to shore up your personal employment-law defense:
One of The Scooter Store’s six core ideologies, along with “focus on the customer” and “achieve financial success,” is “have fun.” To that end, the New Braunfels, Texas-based supplier of scooters and power chairs employs a VP of Celebration and schedules dozens of celebrations every year.
Supervisors need regular reminders—reinforced with training—that it’s their responsibility to find ways to deal with it when workers go on FMLA leave, no matter how difficult it may be to cover for the absent employee. As the following case shows, courts have no sympathy for employers that fire or make unreasonable demands on employees who exercise their FMLA rights.
Q. We have an employee who tells his boss he has finished projects when he really hasn’t. Frankly, half the time we don’t believe him when he says something. What can we do?
Some employees think they can behave like jerks at work without any consequences—as long as they don’t harass co-workers. You don’t have to put up with that kind of nonsense. Instead, institute clear rules against such behavior. Put them in your employee handbook. Then enforce those rules—up to and including firing those who just won’t change their ways.
Thanks to Google’s policy of allowing employees time each week to work on pet projects, the company is forever unleashing cool services for us to try. A few Google tools to add to your arsenal: