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When deciding whether to buy new software or other high-tech tools for your employees, ask yourself these three questions.
I had lunch the other day with a director of career planning at a
college. She asked, “So what dirty deeds are you most ashamed of? I’d
like to give students the real scoop on becoming a CEO.”
Q. I work at a software firm in San Francisco. It’s supposedly a hip
company, but I’m fed up. I was promised a performance review every six
months, but after 14 months I’m still waiting. And when I asked for
leave to be with my wife when she had a baby, the company’s personnel
person said, “We may have to dock your pay. I’ll get back to you.” She
never did. The company’s CEO keeps saying that we’re in an industry
with no accepted business model. But is that an excuse for running a
Rod Walsh, a former Marine and Vietnam veteran, founded Blue Chip Inventory Service in 1970. Today, the California-based company employs 200 people and serves as a model of enlightened leadership.
Update your boss with a memo on your projects.
Moods come and go, in yourself and others, but that doesn’t make you a helpless bystander. Without fanfare, you can control your own attitudes and handle fluctuating moods in your bosses and employees.
Most time-management books coach readers to set priorities and make lists. Jeffrey J. Mayer digs a bit deeper and offers more substantive advice on organizing your workday—and your attitude.
Before you assign menial work to secretaries, temps and other aides,
see if technology can free up your staff’s time for more pressing or
Q. I find that co-workers and even a few bosses are forming a negative
perception of my abilities, after a period when they seemed perfectly
happy with my contribution.
You’re the consummate pro, but you’re not a chest-thumping braggart. You figure you’ll let your stellar work product speak for itself and rocket you up the corporate ladder.