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Newest HR & Management-Related Articles
Back in elementary school, I remember being paired up with
another child on a field trip to the zoo. It was basically a safety
measure to make sure we didn’t get lost. But I think it was
even more helpful so each of us felt at ease. After all, we were in
a strange, big place and having the warmth of someone else’s
hand inside yours made you feel you weren’t alone. Buddy
systems have been used for years to allow two people to give mutual
help to one another. Even though we’re...
Some managers treat their subordinates in a way that leads to
superior performance. How are they different from managers who fail
to develop top-notch employees? A subtle yet powerful key lies in
the manager's expectations of subordinates. If the expectations are
high, yet attainable, productivity is likely to be excellent.
This doesn't happen because a manager wishes it, nor does it have
anything to do with the power of positive thinking. Physicians,
behavioral scientists and educators have...
During a recent consultation with a young mother, I was asked
how I would have responded to her eight year old child’s
statement “Mommy, Tami’s a better artist than
I told the inquisitive mother that with every question a child asks
there is an opportunity to educate and prepare them for their
future. Your answers shape a child’s perspective in
significant ways and is likely to have a lasting impact on how the
child navigates the complex social, academic, and work...
Most Popular HR & Management-Related Articles
Organizational structure, much like a human skeletal structure,
determines what shape an organization will take. We don't spend
much time thinking about our skeletal structure until something
breaks, and so it goes with organizations.
How an organization is structured basically means how the
reporting relationships and work teams are organized. It reveals a
great deal about the culture, function and leadership of a company.
When I work with an organization, structure is one of the
components I examine,...
With some clarity I remember hearing my Mother say, "That's why
they call it work!" The comment usually was in response to a
complaint about a seemingly difficult or distasteful task. Work,
then, became synonymous with anything but play. Always difficult,
and something to be suffered.
While I've since discovered that "fun work" or "engaging work" is
not an oxymoron, many workers have not. The results of a recent
Gallup survey on employee engagement show that less than one-third
of those responding...
"There are no stupid questions," says Steve Wolff, CEO of AMS, a
consulting company for the performing arts. In fact, questions that
begin, "This may be a stupid question, but …" are devilishly
effective. They can not only prevent misunderstandings, but also
keep expectations in check.
As a consultant, Steve is paid to ask questions. He's found that
asking "stupid" questions gets people to open up, whereas pointed
questions can put people on the defensive (at least initially).
When Steve spoke...
Random HR & Management-Related Articles
In my role as an executive coach, I am asked to work with
extremely successful leaders who want to get even better. They are
key executives in major corporations. They are very intelligent,
dedicated and persistent. They are committed to the success of
their companies. They have high personal integrity. Most are
financially independent. They are not working because they have
to. They are working because they want to.
Intellectually, they realize that the leadership behavior that was
There is no magic formula for creating a team of
customer-focused employees. But one thing is certain: it's the
manager's responsibility to create an environment that motivates
employees to want to take care of customers. In order to create a
team of employees that are personally committed to service
excellence, managers may need a fresh point of view. One of the
great problems in customer service is the reluctance of managers to
view service as a marketing strategy. Too many see it as after-sale
"Be careful what you wish for," the old saying goes. Maybe it
should be "Be careful what you begin" instead. Once you commence a
project, you are (perhaps unwittingly) attaching yourself to a
trajectory. If you're not careful, you may find yourself unable to
hop off that trajectory, simply because you have invested too much
time, money, and effort to accept failure.
Motorola wanted to make consumer-based satellite phones. When
they completed the first phase of their business plan (creating the