Monkey see, monkey do

  • February 01, 2000

Most management books say you should model the behavior you want from your employees. That’s good advice—sometimes.

Nail down the problem

  • November 01, 1999

When an employee comes to you with a problem, put it in perspective before you scurry to solve it.

Wear the boss’ shoes

  • September 01, 1999

You assume you know what it takes to get ahead at your organization. So you dress for success, document all your decisions in detail and attend all company functions...

I’m going to write you up …

  • August 01, 1999

Laura learned that one of her employees had said, “Laura is really screwing us. She’s a liar. Let’s go over her head.”

Accused of stealing ideas and brown-nosing

  • April 01, 1999

Q. I attended a “lunch and learn” session with our CEO. During the Q&A, I proposed an idea for increasing our market share. The CEO seemed pleased and said...

Managing a ‘Teflon Boss’

  • February 01, 1999

Like Teflon, some bosses never have anything bad stick to them. Despite abortive projects and unmet commitments, they survive.

Respond to Excuses With Force

  • January 01, 1999

Warning: The way you respond to your employees’ excuses may actually encourage them to feed you more excuses. If you readily accept their reasons for being late,...

Handling an obstructionist

  • December 01, 1998

You know you’ve got a great team when employees act selflessly to make others look good. If they spread credit around and coach each other to improve, then...

How to disagree tactfully

  • November 01, 1998

When you hear an incorrect statement, do you blurt out “that’s wrong” without skipping a beat? That’s not always a wise move.

Rephrase objections as polite questions

  • November 01, 1998

If an employee refuses to do work or argues with you, resist the urge to fight back by declaring “that’s unacceptable” or “you better...

Managing the subversive subordinate

  • October 01, 1998

Sometimes the most seemingly harmless, pliant employees can surprise you. You may think you can rely on them to mean what they say. Then you get burned.

When you overtake your mentor

  • September 01, 1998

The most talented go-getters often find older, wiser mentors to guide them early in the careers. But as more young managers ascend to the executive suite while still in...

How to nag without nagging

  • June 01, 1998

No one likes having to nag their employees. But if you have justifiable reasons to doubt whether your instructions will be followed, then silently hoping your employees...

5 traits of career climbers

  • November 01, 1997

With all the mystery that surrounds getting ahead, there really are only five ingredients you need to accelerate onto the fast track, says Susan Marshall, a leadership...