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Picking Your Workplace Battles - WSJ
By SUE SHELLENBARGER
Dec. 16, 2014

Many people avoid confrontations, says Dr. Shelley Reciniello, New York, an executive coach and psychologist. But simmering frustrations can come out in other ways, fostering passive-aggressive behavior such as slacking off or backstabbing...It’s important to weigh your ability to control your emotions during a confrontation and to manage any counterfire from your opponent....More than 4 out of 5 corporate employees have conflicts with other employees over priorities, misunderstandings, resources or personality differences...When picking a battle, it is important to be willing to offer a solution or work with others to find one....It’s better to avoid some kinds of battles altogether, such as disputes over someone’s personality or style,
Communicating_&_Connecting  conflicts  confrontations  conversations  emotional_mastery  Managing_Your_Career  managing_people  managing_up  misunderstandings  passive-aggressive  stressful  Sue_Shellenbarger  workplaces 
december 2014 by jerryking
How ineffective managers spend their time - The Globe and Mail
HARVEY SCHACHTER

Special to The Globe and Mail

Published Sunday, Mar. 10 2013
Harvey_Schachter  managing_people 
march 2013 by jerryking
What you should know to be an effective mentor - The Globe and Mail
HARVEY SCHACHTER

Special to The Globe and Mail

Last updated Tuesday, Feb. 19 2013,
mentoring  howto  coaching  managing_people 
february 2013 by jerryking
World's Simplest Management Secret | Inc.com
Geoffrey James
Oct 24, 2012
In your first (or next) meeting with each direct report ask:

How do you prefer to be managed?
What can I do to help you excel?
What types of management annoy you?

Listen (really listen) to the response and then, as far as you are able, adapt your coaching, motivation, compensation, and so forth to match that individual's needs.
managing_people  listening 
october 2012 by jerryking
Step Into the Office-Less Company - WSJ.com
September 4, 2012 | WSJ | By RACHEL EMMA SILVERMAN

Step Into the Office-Less Company
How One Tech Firm Manages 123 At-Home Employees Scattered Across 26 Countries and 94 Cities

Today, just 2.5% of the U.S. workforce considers home its primary place of work. But that number, which is based on census-data analysis, grew 66% from 2005 to 2010, according to the Telework Research Network, a consulting and research firm. And increasingly, employees at companies with physical offices are choosing to work remotely or forming virtual teams with colleagues world-wide, thanks to rapid advances in video, social-networking, cloud storage and mobile technology.

Many far-flung companies also have non-hierarchical management structures, providing teams and workers the authority to make decisions and complete tasks with light supervision.
managing_people  home_based  globalization 
september 2012 by jerryking
What Makes a Top Executive?
1983 | Psychology Today | by Morgan W.McCall, Jr. and Michael M. Lombardo.
Executives, like the rest of us, are a patchwork of strengths and weaknesses....The fatal flaws of executives who failed to live up to their potential.

1. Insensitive to others: abrasive, intimidating style.
2. Cold, aloof, arrogant
3. Betrayal of Trust—failure to meet commitments.
4. Overly ambitious—plays politics, pushes too hard to get ahead.
5. Failure to handle specific performance problems—failure to handle problems then not admit the problem, try to cover up or shift blame.
6. Overmanaging: unable to delegate or build a team.
7. Unable to select and develop an effective staff.
8. Unable to think broadly or strategically—too much attention to detail and minor technical problems.
9. Unable to adapt to a boss with a different style.
10. Overdependence on one’s boss or mentor.

These flaws matter because:
1. Strengths become weaknesses
2. Deficiencies eventually matter
3. Success goes to their heads
4. Events conspire

Part of handling adversity lies in knowing what not to do. Know which behavioural patterns will colleagues and superiors consider intolerable...Seek diversity in the forms of success.
executive_management  CEOs  movingonup  career_ending_moves  leadership  listening  Myers-Briggs  managing_people  EQ  Managing_Your_Career  personality_types/traits  leadership_development  character_traits  strengths  weaknesses  people_skills 
july 2012 by jerryking
6 most common errors in guiding high potentials and how to avoid them:
May 17, 2010 | Globe & Mail | HARVEY SCHACHTER. In Harvard
Business Review, researchers Jean Martin and Conrad Schmidt look at the
six most common errors in guiding high potentials and how to avoid
them:
Harvey_Schachter  advice  managing_people  management_development  HBR  shortcomings  talent_management  high-achieving 
august 2010 by jerryking
MASTERING THE ART OF GIVING ADVICE
Fall 2008 | Leader to Leader. : Vol. Iss. 50; pg. 45 | by
James E Lukaszewski. Having influence means being remembered, being
asked in on decisions and strategy well before the strategies are
selected and the decisions need to be made. Those with influence make an
impact on their organizations and the larger world and can advance more
rapidly in their careers. Your advice may be perceptive, even wise, but
if it falls on deaf ears, it helps no one. Beyond the actual quality of
your advice, how you communicate that advice plays a major role in
ensuring that others can and will listen to it and act on it. The six
approaches suggested can help achieve this goal: 1. Be positive. 2.
Eliminate criticism as a coaching and advising practice. 3. Urge prompt
action. 4. Focus on outcomes. 5. Be an incrementalist. 6. Be pragmatic.
howto  advice  ProQuest  indispensable  guidelines  influence  leadership  managing_people  Managing_Your_Career  pragmatism  incrementalism  outcomes  action-oriented  coaching  upbeat 
march 2010 by jerryking
Corner Office - To the C.E.O. of Teach for America, Charisma Is Overrated - Question - NYTimes.com
July 4, 2009 | New York Times | Interview with Wendy Kopp,
founder and chief executive of Teach for America, conducted and
condensed by Adam Bryant. "For three years, every single payroll was a
huge question. But ultimately that near-death experience led us to see
the power of really clear, measurable goals."
leadership  managing_people  teachers  failure  metrics  overrated  goal-setting  CEOs  charisma  Teach_for_America  hiring  recruiting  measurements 
july 2009 by jerryking
Corner Office - In a Word, He Wants Simplicity - Question - NYTimes.com
May 23, 2009 | New York Times | This interview of Eduardo
Castro-Wright, vice chairman of Wal-Mart Stores, was conducted and
condensed by Adam Bryant.
Q. What was the best advice you were given about your career? A. Someone
I trusted when I was working for Nabisco convinced me that if I really
wanted to have bigger and more impactful opportunities, then I probably
needed to become broader in my knowledge. And I’ve changed industries
twice since then, completely different industries.
leadership  Wal-Mart  CEOs  interviews  Managing_Your_Career  managing_people 
may 2009 by jerryking
7 Tips for Difficult Conversations
March 11, 2009 | blogs.harvardbusiness.org| Daisy Wademan Dowling

Tags:Communication, Giving feedback, Managing people
Communicating_&_Connecting  providing_feedback  managing_people  conversations  problems  challenges  stressful  difficult_conversations  tips 
march 2009 by jerryking
WORK-LIFE BALANCE
09-24-2007 The Globe and Mail Column by Schachter, Harvey
Stress belongs in one place: back at the office
GREAT QUESTIONS TO ASK YOUR STAFF
MARKETING: ONLINE MARKETING CONTINUES GROWTH
questions  Harvey_Schachter  managing_people  online_marketing  stressful  work_life_balance 
march 2009 by jerryking
Wall Street Journal / MIT Sloan " MIT Sloan Management Review " Away From the Desk...Always
Dec. 15, 2008 by David Pauleen and Brian Harmer. How to manage workers who are rarely in office.
howto  managing_people  leadership 
february 2009 by jerryking
reportonbusiness.com: Best to deliver bad news facts
February 18, 2009 G&M column by SUSAN PINKER. When it
comes to bad news, we first protect ourselves, and then we protect
others through "Denial". When there's really bad news, there's reliable
evidence that it really is best to face the facts. First, you have to
know what the bad news is, what the outcomes are, what the percentages
are," Dr. Feldman says. "Then you have to give people options. You have
to give them some power - ideas about how they're going to manage
because you don't just leave them hanging there. You have to hold out
some hope."
anomalies  base_rates  Communicating_&_Connecting  crisis  difficult_conversations  forecasting  generating_strategic_options  guessing  managing_people  predictions  probabilities  ratios  Susan_Pinker  face_the_facts  bad_news 
february 2009 by jerryking
How Leaders Trip Over Their Own Achilles Heel
By John Izzo, PhD, is a consultant, speaker and authorin
Vancouver. His latest book is The Five Secrets You Must Discover Before
You Die.pgs. 16 & 17. Article focuses on one's Achilles heel: a
behavioural weakness so powerful that, despite many other strengths, it
could impede career success.
leadership  Managing_Your_Career  managing_people  providing_feedback  John_Izzo  Achilles’_heel 
february 2009 by jerryking
Can you spot a bad manager?
02-11-2008 column by Harvey Schachter relaying 10 ways that
serial entrepreneur Margaret Heffernan says she spots the incompetents.
If a manager displays any one of these behaviours, it should ring a
warning bell and more than two means you should sound the alarm.

(1) Bias against actions. There are always many reasons not to take a decision. Real leaders display a constant bias for action while the incompetents wait for more information, more options and more opinions.
(2) Secrecy.
(3) Oversensitivity.
(4) Love of procedure.
(5) Preference for weak candidates.
(6) Focus on small tasks.
(7) Allergy to deadlines.
(8) Inability to hire former employees/colleagues.
(9) Addiction to consultants.
(10) Long hours. Bad managers work long hours.
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LEADERSHIP: WESTERN WORKPLACE CULTURE REWARDS COWBOYS

Rebels and gamblers prosper in Western society - if they're male. In the TalentSmart newsletter, Nick Tasler notes the firm's emotional intelligence studies measure impulsivity: People who tend to make quick decisions and pay less attention to the consequences of their actions - in Wild West parlance, they "shoot first and apologize later."
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MARKETING: HOW TO COUNTER THE RECESSION MINDSET

By the time a recession is declared, we're already deep into it, so now is the time to counter the recession mindset that may be gripping your customers. ...in downturns customers want answers not information; the familiar, not something new; universal truths; direction; substance, not style; a limited set of choices; and time until it passes. Focus on the features and benefits of your product that promote saving, are necessary, and offer value. Prepare to make deals, but in a way that retains the value of your product and service. Remember that overwhelmed people are not interested in more information but want structure and clear direction on where to put their limited resources. Provide reassurance and context by talking about your firm's longevity.
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Reconfirm appointments one business day in advance. If you can avoid a last-minute cancellation, you gain back time that would be wasted travelling and waiting.
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The ten most powerful two-letter words in the English vocabulary are: If it is to be, it is up to me.
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economic_downturn  Harvey_Schachter  howto  incompetence  It's_up_to_me  leadership  leading_indicators  longevity  managing_people  mindsets  overwhelmed  recessions  warning_signs 
january 2009 by jerryking
The Turnaround Man's Last Speech
Undated retirement speech by Jack Welch, that appears in G&M column by George Stalk Jr. of BCG.
Jack_Welch  leadership  GE  turnarounds  managing_people  George_Stalk_Jr.  filetype:pdf  media:document 
january 2009 by jerryking
Problem workers may not be the problem
Sept. 26, 2008 G&M article by Wallace Immen pointing out
the problem may be the way people of differing personality types are
managed.
Managing_Your_Career  managing_people  Wallace_Immen  filetype:pdf  media:document  personality_types/traits 
january 2009 by jerryking

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