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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.
You know you’ve got a great team when employees act selflessly to make
others look good. If they spread credit around and coach each other to
improve, then it’s clear they measure their success as a
high-performing unit, not as lone wolves out to prove something.
But one obstructionist can ruin an otherwise great team. An individual
who prefers to withhold information, hinder investigations or sabotage
team projects can undermine any gains you’ve made in encouraging trust
Everyone knows that change is constant. That’s why I’m not a big fan of
discussing it endlessly in meetings, task forces and huddles in the
Q. I’m a 28-year-old female vice
president. I’ve been at this company for five-plus years. My bosses
live and work at our affiliate company in Brazil. When I send e-mails
or memos explaining a problem, solution and repercussions if we don’t
act, I get no reply. I know they receive my messages. I feel as though
they treat me like a receptionist instead of their VP!
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.
When managing your employees, you may find it hard not to boss them around. But if you try to overmanage them, they may rebel.
You like to tell your team, “I’m here to help and answer any questions.” That’s fine. But some people will more than accept your offer of assistance: they’ll enlist you to do their work for them.
Federal law says you can mandate overtime, provided you aren’t in an
industry in which work hours are regulated (such as truck-driving).
Before you fire someone who refuses to work overtime, study how you’ve
treated similar situations.
Before letting a temp go, ask for input on a workflow issue.
Sometimes the most seemingly harmless, pliant employees can surprise
you. You may think you can rely on them to mean what they say. Then you