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.
Problem: Therese Sliwa, Waltham, Mass., wrote about our response in the July "Our Readers Write" column to someone who complained about people writing "could of" for "could've" and "should of" for "should've."
In fighting a war, U.S. generals apply the following strategies, which will serve you well, too, when things simply must not go wrong:
Oracle founder and chief executive Larry Ellison is a classic narcissistic leader, reminiscent of both the robber barons of the 19th century, who created industries in their own image, and Genghis Khan, who said: “It is not sufficient that I succeed. Everyone else must fail.”
If you think leaders never make mistakes, consider these stories:
No matter how talented a manager you are, you'll find yourself in tense situations with employees. Here are some tried-and-true tips for reducing tension and conflict.
Solving work-related problems is a team leader's bread and butter. But what about those issues that you'd expect team members to handle on their own? Here's how you can take "referee" out of your job description.
Team and project managers often need to depend on people other than direct reports. That means they have none of the usual levers—salary, bonus, promotion, etc.—to control behavior.
Polar explorer Roald Amundsen’s most important quality? He was willing to learn.
While observing a well-respected CEO on the job recently, we noticed that he toggled between two distinct modes of using his time:
Today, products have to be more than functional and reliable. They’ve got to be exceptional, with style built right in. So says Seth Godin, marketing savant and proponent of the “purple cow”: the product that stands out from the rest.