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.
Want to win? It’s simple. Besides talent and laser-beam desire, you need something that racing
great Bobby Rahal sees in champions: a chip on the shoulder that says:
“You don’t think I can do it? Come out and take a shot at me.” Danica Patrick has that.
“Exactly what’s keeping us from moving ahead?” That’s the most productive question you can ask a team. To use the question effectively, try these techniques:
Sometimes, you just have to manufacture an opportunity … even when it’s sitting right there in front of you. That’s the story of Michele Hoskins, a single mother of three who had
read that the 1980s was to be the “decade of the woman” and knew she
wanted to strike out on her own but didn’t even know what an
entrepreneur was. She had to look it up in the dictionary.
Lack of candor can destroy your credibility. Perfect example: When former
NFL player Pat Tillman died under fire in Afghanistan, his
fellow soldiers knew almost immediately that they’d killed him by
mistake. But in a stupid attempt to look good, the Army shushed its
soldiers and told Tillman’s family that he’d died while storming a
hill, shouting orders to his Rangers.
Procter & Gamble Chairman and CEO A.G. Lafley tells a tale of
getting down to core issues when a valuable employee wants to leave. It happened when Lafley once resigned from P&G. His boss, Steve Donovan, tore up the letter of resignation. “Go home,” Donovan told Lafley.
Issue: Becoming more involved in a local college's career programs, beyond attending job fairs and posting openings.
Risk: Your organization can morph itself into an employer of choice for interns ...
Problem: "I can't remember when or how to type numbers 1 through 10 in a paragraph or a sentence. At some point, you must actually type out the number rather than the numeral, but when?"
"At one time or another, most of us have avoided saying no by saying yes," writes Rick Brenner. "We do this in spite of our experience that the price we pay for agreeing to do something we don't believe in is often far too high." Here are some suggestions from Brenner on how to say no when you need to:
Successful managers are the ones who've decided that the discomfort of giving criticism is less painful than the consequences of poor performance. Here's what you'll see if you watch them in action.
Knowing when to persist and when to walk is one of the trickier
decisions leaders face. Samuel Massie had to do both during his career
as a leading American chemist.