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.
As much as you want your employees to challenge your ideas without fear
of retribution, they may still feel reluctant to speak up.
Want to earn a reputation as a savvy negotiator? Then keep quiet.
Trying to motivate your employees to accept new goals or an organizational change? Give them a “Reason to Believe” (RTB).
You may assume that if your employees give 100 percent, then you’re doing fine. But managers who snatch plum promotions don’t accept a mere 100 percent effort. They demand 110 percent and beyond, and they usually get it.
If you ranked your employees in terms of ability and attitude, you’d have no trouble picking the best and worst. But how about the relatively poor performers who aren’t bad enough to fire?
Warning: The way you respond to your employees’ excuses may actually encourage them to feed you more excuses. If you readily accept their reasons for being late, missing deadlines or not following directions, you can expect more problems.
Imagine an athlete who trains as a diver for 11 years, five hours a day, to make the Olympics. After finally qualifying for the Olympic trials, she suddenly suffers eye trouble. She needs immediate surgery to save her sight. Her diving career comes to an abrupt end.
Q. During a performance review, my
boss asked me what salary increase would “keep me happy.” I responded,
“What am I worth to the company?” I thought that was a smart move, but
I was wrong. My boss didn’t really answer the question. The next week
he told me what my raise would be in a voice-mail message (he was out
of town). I was disappointed.
No matter how talented you are—or think you are—I guarantee you’ll drop a notch in everyone’s estimation if you come across as weak or fearful. The easiest way to kill your chances of climbing higher in your organization is if you admit that you’re helpless, scared or immobilized.
You can persuade, delegate and lead people more successfully if you understand what they’re thinking. But most people won’t tell you what’s on their mind. It’s up to you to guess.