Nearly 2 million U.S. workers are victims of workplace violence each year, according to the Bureau of Labor Statistics. Last year, 506 employees were slain at work.Don’t let your organization add to those sobering statistics. To reduce the chance of workplace violence—or your liability if it does happen—follow these 11 guidelines:
Leaders & Managers
From the nitty gritty of daily management to addressing your aspirations of leadership, this section for leaders & managers tells you how to make strong leadership decisions, build effective teams, delegate and stay above the everyday management muddle.
Get tips, strategies, tool and advice on: performance reviews, preventing workplace violence, best-practices leadership, team building, leadership skills, people management and management training.
New research shows that bullies fail as leaders in the long run, says Fordham professor William Baker. Indeed, nice guys finish first ... Maggie Fox, founder and CEO of Social Media Group, jots down three goals—and only three—every morning ... Try this interview question.
While you may not have been partying much at the office lately, some employers see summer as an ideal time for an all-staff get-together. Instead of spending a lot on flowers and glassware rentals, though, they’re getting creative with summertime themes. Here are ideas that assistants posted on the Admin Pro Forum.
The best leaders spend less time transmitting and more time receiving. The transmitters are so focused on driving their agenda and goals that people eventually tune them out. The receivers do more than just hammer the message home—they stop to learn and observe what’s going on with people.
French commander Philippe Pétain's actions at the Battle of Verdun show it’s not just brains but guts that make a leader. For much of the late 1800s, military fashion had it that élan and the bayonet would win wars. Pétain found that notion ridiculous. He said firepower was the key to modern warfare. It didn’t take long for his doctrine to prove right.
Habits shape us all. In his first book, The Power of Habit: Why We Do What We Do in Life and Business, Charles Duhigg shows how to establish good habits and discard bad ones.
For each employee’s performance expectations, set A, B and C goals, suggests the SmartBlog on Leadershop. “C” goals are Comfortable; “B” goals are Believable; “A” goals are Awesome.
A narcissistic personality has its merits. Steve Jobs’ narcissism, for example, helped instill cult-like loyalty from employees. Such a leader might take dizzying risks that others wouldn’t. But narcissism has a darker side, too.
To get Swedish commuters to take the stairs instead of the escalator at a metro stop, they turned the staircase into a giant keyboard, complete with sound. How can you use the same approach to change people’s behavior at work?
Gen. George Washington never hesitated to use young talent. Example: Henry Knox, who grew up poor and uneducated, became recognized as a military authority. In 1775, Washington saw that Knox had supervised construction of impressive ramparts north of Boston, made him a colonel and gave him a seemingly impossible task—moving heavy artillery 300 miles, which Knox achieved.
