In an era of Casual Fridays and work-from-home colleagues, how can you maintain effective office communication in a changing business climate?
We’ll steer you through changes in business etiquette, and help you successfully navigate through the new realities of workplace conflict and office politics.
One of the most common blunders leaders make is ignoring the obvious. Three ways to avoid that fate:
Ping Fu’s first 23 years were marked by imprisonment and torture in
China, first as a child and later for dutifully researching, as
assigned, the country’s epidemic of infanticide. Locked for days alone
in utter darkness, she hoped her execution would be quick. Instead, officials exiled her to America.
You’ll know you’ve made it as a leader when your enemies sit up and take notice. In the case of U.S. Sen. Charles Schumer, his enemies’ kinder labels for him include “New York’s other liberal
senator” and “perhaps the key Democrat” on the Senate Judiciary
Committee, which played a major role in vetting President Bush’s two
recent successful Supreme Court nominations.
When John H. Slade died, one obituary made a telling error in saying that he
had worked at Bear Stearns for “seven centuries.” Actually, it was only
One of the greatest orators of the 20th century focused on his
audience’s viewpoint, used rat-a-tat repetition, then switched tone to
add power to his speeches. In March 1968, the Rev. Martin Luther
King Jr. addressed a church full of striking black sanitation workers
in Memphis after police had attacked them with truncheons and mace. Study these examples for some basic training on improving your delivery:
Your boss, Mike, has been unhappy about the performance of one of your fellow managers, Edwina. She's been doing a decent, dependable job for a long time—certainly longer than Mike, who has been with your enterprise for less than a year. But Edwina has been resisting almost all the changes Mike has tried to introduce ...
"Most leaders truly want to do the right thing," says Quint Studer, consultant and author of Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference. "They want positive, productive, trust-based relationships with their people ..."
Feeling overcommitted? Said yes when you should have said no? Here's some sage advice on how to set boundaries and still share your time and energy:
"Strong relationships are the backbone of a strong business," says Richard Abraham, consultant and author of Mr. Shmooze: The Art and Science of Selling Through Relationships.
It's natural for us as team leaders to sometimes feel limited by the necessity of serving our managers. But that service actually provides many opportunities for us to increase our effectiveness in our own departments. The trick is knowing how to follow your manager in a way that builds opportunities for your people.