Detect the root cause of all those time-consuming meetings and messages and let your teams get down to the real work.
The old adage that two heads are always better than one has been taken to extremes in many modern businesses, and statistics show that an overdose of multiple collaborations is ultimately uneconomical.
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If you want to build great teams, you need people who can read people
“Building up a team of emotionally intelligent employees can have a surprisingly powerful impact on your company’s overall performance.
Your company needs emotionally intelligent employees to foster positive relationships with both clients and staff, and to spot and troubleshoot potential sources of conflict...
If you’re thinking about embarking on a company reorganisation, it’s worth bearing in mind that 80% of them fail to meet their objectives in the time planned. In fact, 10% of them do significant damage.
“How you go about your reorg is as important as – and sometimes more important than – what you do.”
Here’s a five-step process for getting it right:
When it comes to networking: bigger is better. Thanks to today’s virtual networking opportunities, you can easily build and maintain relationships with contacts around the world.
Face-to-face meetings are the perfect way to conduct business; the ideal way to read, get to know and understand your contacts. However, raising your international profile can also result in professional...
Stress has become a modern obsession, but is trying to get rid of it really the best idea?
Some of us wear it in false modesty like an endurance medal, while others proclaim how hard they work to banish it through mindfulness or exercise.
The truth is that stress is inescapable. We should change focus and embrace it as a powerful tool, rather than fight a perpetual battle...
If you want to make a deal that works, pay close attention to the data.
Around “70% to 90% of mergers and acquisitions fail to achieve value for the buying company”, says Adi Gaskell, writing for Forbes. In the majority of cases, it’s the company being acquired that achieves most of the value out of the deal.
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Traditional brainstorming is a source of groupthink and rarely leads to innovation.
The unwritten rules of a brainstorming session are that all ideas are valid and everyone can feel supported and safe from criticism, no matter how weak or unworkable their suggestions. But studies suggest that it’s better to think alone and share later.
Read on to find out how to brainstorm better...
Sometimes people lie in negotiations, but while you might might think you’re good at spotting a fib, research suggests you’re not as good at sifting fact from fiction as you think.
Multiple studies demonstrate that only a little over half of us can actually spot a lie. But you can learn to make life hard for liars, according to professor Leslie John, writing for Harvard Business Review...
Becoming the authority in your field is a great way to grow your business, says Brian Horn, writing for Entrepreneur.com.
The author outlines seven easy ways to become your industry’s next expert:
1) Educate. Offer your customers free and valuable information, via blog posts, seminars and newsletters.
AUTHORITY
Have you got what it takes to be a successful entrepreneur? Drew Hendricks, writing for Inc.com, gives the lowdown on ten habits you need if you are going to make it big.
1) They work tirelessly. Successful entrepreneurs make things happen because they are action-oriented and work tirelessly to succeed.
Professionals who collaborate with their colleagues on cross-disciplinary work generate more revenue, inspire greater client loyalty and give their firms competitive edge, says Heidi Gardner in Harvard Business Review.
We know a great deal about what strategy is, but very little about how to make strategy work, write Donald Sull, Rebecca Homkes and Charles Sull for Harvard Business Review.
For some entrepreneurs, things seem to fall into place on their rise to financial success, observes Jayson Demers, writing for Entrepreneur.com.
However, in spite of appearances, their success is not down to luck but rather an understanding of the importance of learning, adapting and growing, says the author.
Learn to use your emotions and you will be a better negotiator, writes Shirli Kopelman for the HBR Blog Network.
Many people fear acknowledging emotions at work, believing they only cloud judgement and impede reasoning. But, argues the author, your emotions can be an important negotiating tool, giving you energy and expression.
Five common mistakes could be damaging your career potential, writes Cheryl Lock for Fast Company via Learn Vest. Learn what they are and how to fix them.
Is it possible to invest in tomorrow without damaging performance today? Ken Favaro, writing for Strategy+Business, looks at short-term/long-term tension and how to get over it.
Weak markets are not a valid excuse for a company’s slow growth, write Kasturi Rangan and Evan Hirsh for Strategy+Business. With the right market proposition, you can achieve success, no matter what state your industry is in.
Time management is one of the biggest challenges in the modern workplace. Many leaders complain of being short on time or are looking for ways to improve productivity.
With that in mind, Frances Booth, writing for Forbes.com, shares a long list of time management tips, including:
Think you want to be an entrepreneur? Lolly Daskal, writing for Inc.com, reveals what it’s really like to go it alone.
Daskal reveals eight facts about entrepreneurship that you really need to know:
1) You might fail. Almost 90% of startups fail within a few years. You might dream of being the next Amazon.com, but your chances are slim.
Ron Ashkenas discusses the difficulty of communication on his HBR.org blog, observing that large organisations in particular struggle in this area.
Human beings are generally "pretty lousy" at estimating the time they will need to complete a task, says Heidi Grant Halvorson on Fast Company – and obviously that has implications for managers everywhere.
On HBR.org, Amy Gallo looks at ways of making sure your employees succeed in achieving their goals.
Are you a good boss – or a great one? That's the question posed by Linda Hill and Kent Lineback, writing for Harvard Business Review. They observe that most bosses reach a certain level of proficiency and stop there, leaving their potential unfulfilled.
