Craft a tight, persuasive memo

  • September 01, 1999

If the purpose of your memo is to educate or explain, then you need to organize your facts and write in clear, descriptive language. But if you want to win over your...

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...

Yawning at work

  • September 01, 1999

Q. I yawn too much and my bosses are starting to notice. How can I come across as more energetic?

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.”

Create a feedback loop

  • June 01, 1999

One of the most important but vastly overlooked aspects of good management is telling employees how they’re doing. Many workers operate in the dark, wondering...

Shut Down the Constant Complainer

  • April 01, 1999

Only the most disciplined, enlightened managers can resist the urge to argue when greeted with a nonstop complainer. But trying to convince someone that he’s wrong...

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...

Menopause falls outside ADA

  • March 01, 1999

A federal district court in Minnesota recently decided that menopause is not a disability covered under ADA.

I’m Dead. Now What?

  • March 01, 1999

When U.S. Commerce Secretary Ron Brown and some senior executives died in a plane crash a few years ago, I remember thinking, “Those CEOs better have good...

Managing a Lone Ranger

  • February 01, 1999

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...

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,...

Coming across as unenthusiastic to clients

  • January 01, 1999

Q. I recently got some feedback that alarmed me from a client. He said I was too laid back, that I didn’t seem enthusiastic enough about working on his account....

Secrets of Reading People

  • January 01, 1999

You can persuade, delegate and lead people more successfully if you understand what they’re thinking. But most people won’t tell you what’s on their...