Even though we work with our employees all day long, we often know less about them than about celebrities we’ve never met. While it’s intriguing to speculate about the lives of the stars, it’s far more rewarding for managers to learn about the lives of our employees.
Managers can take steps to stop employee burnout before it starts. Check your skills with this self-assessment.
“Coaching” doesn’t mean telling people what they’ve done wrong; rather, it’s telling your team members what and how they can do right.
One sign of an improving economy: People are starting to talk again about how to redesign their workplaces for maximum effectiveness.
A recent Wall Street Journal article asks a question on the minds of many managers: “In an era when almost anything goes, are any topics still taboo at work?”
Managers have the power to keep our people from being bored. Because we can help our team members see the purpose in what they do—how it helps the team, the enterprise, the world and each of us as individuals. In the battle against workplace boredom, we’re the commanders.
You’re the leader of a sales team that closes high-value deals every day, and you’re justifiably proud of your team’s consistent performance. But today, you’re in a quandary, after a disturbing conversation with your top salesperson …
When a workgroup is really a “team,” its members are neither independent nor interchangeable, but interdependent. Each member has a role to play that contributes to the overall performance of the team. And one of the most challenging aspects of team building is figuring out what those roles are and should be.
In an ever-changing world of work, proper workplace etiquette never goes out of style. Here’s some insight from expert Peter Post, as reported on Forbes.com:
Managers have been trained in any number of strategies and systems to resolve conflicts. But most of those can be implemented only after you’ve made this basic first choice—Do I avoid, bargain or control?