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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Some employees don’t buy into teams, but that doesn’t necessarily make them bad. You can turn these independent- minded staffers into valuable contributors by letting them produce results on their own terms.
You know you’re reliable. But that doesn’t count for much unless your boss and co-workers have faith in your follow-through. The more they perceive you as a rock-solid performer who stands by what he says, the more they’ll trust you to deliver on your promises.
Q. Almost two years ago, I was forced by my boss to take a transfer employee from another department who I knew was trouble. This person likes to pit employees against each other by bad-mouthing them. She has managed to foster several allies among my staff.
Michael Kinsley, the editor of Slate, an online magazine published by Microsoft Corp., has a formidable résumé. He joined Microsoft in January 1996 after serving as editor of The New Republic and co-host of CNN’s Crossfire. He’s also a contributing writer at Time and has written for publications such as The Wall Street Journal, The New Yorker, Vanity Fair and Reader’s Digest. Based in Microsoft’s headquarters in Redmond, Wash., Kinsley manages people nationwide.
Keep a pen and pad handy.

Collect sage advice

by on February 1, 1999 8:00am
in Workplace Communication

When asking a mentor whether you should make a tough career move, be clear and honest
If you’re exploring the job market and wonder whether accepting a new job will lead to burnout, ask an interviewer, “To what extent do the best people here maintain active lives outside work?”

Cut the complaints

by on February 1, 1999 8:00am
in Workplace Communication

If you hate your job, keep it to yourself.
Q. In a recent meeting with my company’s CEO, I was among the managers asked to make a five-minute presentation on my unit’s progress. I was nervous and wound up talking for about 15 minutes.
Like Teflon, some bosses never have anything bad stick to them. Despite abortive projects and unmet commitments, they survive.
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