Workplace Communication

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.

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Showcase your talents by putting together a desk reference manual. Done bit by bit, it can become the ultimate productivity tool. Here's how to do it.

Most leaders think they need to flaunt some grand vision to win over employees, but it ain’t necessarily so, says Tom Davenport, author of Human Capital.
At the end of the 19th century, Buffalo Bill Cody built the most famous Wild West show the world has ever seen … and laid the groundwork for the entertainment business as we know it today. Here’s how he did it:
THE LAW. The 1935 National Labor Relations Act gives employees the right to organize, bargain collectively and strike. In the 1940s, Congress
tried to correct union abuses of power by ...
Assess the impression your people leave on customers and clients, with this simple exercise:
After assuming command of a ship, Navy Capt. Michael Abrashoff spent his first days simply observing. He noticed that his young crew was smart, skilled and full of good ideas. Those ideas usually went nowhere, though, because nobody in charge ever listened to them. Here’s how aggressive listening helped both Abrashoff and his crew:
Stand out from other execs— who often hide behind e-mail and voice mail
Survive your biggest setbacks by thinking like Thomas Edison.
J.K. Rowling’s boyfriend was moving to Manchester and wanted her to move, too. During her train trip back to London after a weekend spent looking for an apartment, the character of Harry Potter simply popped into her head. There was a glitch, however. Rowling didn’t have a writing utensil.
Jimmy Doolittle, one of the great aviation pioneers and a wildly successful air racer himself, saw the need— and the market—for bigger, safer planes in the 1930s. So, he tried to convince Shell Oil Co. to produce a standard, higher-octane fuel for larger planes, which were still in the design phase. “But Jimmy, this country is in a deep depression,” said Alex Fraser, vice president of Shell. “You want to spend millions of dollars on a product with no guarantee of a market.” Doolittle stuck by his guns.