Writing for Harvard Business Review, David Zweig discusses a class of employees he calls “the invisibles”. These are extremely committed professionals capable of successful, high-profile careers but prefer to work away from the spotlight.
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Writing for Fortune, Annie Fisher points out that diversity in your team won’t spark innovation automatically – you have to draw out cultural differences to make them to work.
Discussing money with employees can be uncomfortable, as Amy Gallo points out, writing for HBR.org. Even if you’re sharing the good news of a bonus or pay rise, it’s difficult to talk about specific numbers when valuing someone’s work, especially if you’re not the one making the decision.
Leaders must learn and practise new management techniques in order to overcome the habits that are holding them back, writes Jean-Francois Manzoni, INSEAD Professor of Management Practice, for Insead Knowledge.
Quality in business has never mattered more, say Ashwin Srinivasan and Bryan Kurey, writing for Harvard Business Review.
Why is change so hard to achieve when there is such a wealth of information at our fingertips?
Writing for Fast Company, Stephanie Vozza observes that the problem isn’t gathering knowledge needed to make the change; it’s putting the information into action.
Recent statistics show that the UK loses 131 million days a year to sickness in the workforce. The main reason for this absenteeism is minor illness – such as back, neck and muscle pain.
Writing for Inc.com, Jeff Haden observes that it isn’t always the truly terrible employees who cause the real problems – it’s the workers who appear to be doing a satisfactory job while slowly destroying the performance, morale and attitude of others.
Haden highlights the traits of “exceptionally destructive” employees:
Every business leader needs help at some time in their career. A view from an outsider can throw a new light on a tricky problem, and the right consultant can mean the difference between success and failure.
Business leaders strive for positive cultural change and innovation, resulting in happy, fulfilled employees creating value throughout the organisation. Writing for Strategy+Business, Lisa Bodell observes that “the journey is just as critical as the destination” when a culture is being reshaped.
According to Scott Behson, writing for the HBR.org Blog Network, many managers believe in giving more employees the flexibility to balance their needs and responsibilities at home while minimising disruption of the workplace.
Writing for Entrepreneur.com, Lindsay Broder notes that cultivating client relationship and overcoming obstacles requires “tons of creativity”. But business leaders often find themselves in a creative slump.
With that in mind, Broder offers some simple strategies for overcoming creativity blocks:
• Reaquaint yourself with your mission statement.
Big data has been hyped to such an extent that companies now expect it to deliver more than it actually can, according to Jeanne W. Ross, Cynthia M. Beath and Anne Quaadgras, writing for Harvard Business Review.
Writing for Management Today, John Spencer points out one of the economic puzzles of recent years: the decline in the rate of productivity growth.
Spencer observes that a feature of previous recessions was the rise in productivity per worker coupled with the growth of unemployment.
When you’ve been in the workforce for a certain amount of time, you realise the importance of skills and abilities that simply can’t be learned in business school, observes Katherine Reynolds Lewis, writing for Fortune. With that in mind, the author highlights five key – but neglected – skills for management success...
Writing for the HBR.org Blog Network, Roger Martin, Dean of the Rotman School of Management at the University of Toronto in Canada, reveals that an executive on the verge of promotion to head a large global company recently approached him for advice on how to be effective as a new CEO. Martin offered the executive five recommendations.
Are you your employees’ worst enemy? That’s the question posed by Kannan Ramaswamy and William Youngdahl, writing for Strategy+Business. The authors insist that many leaders are inadvertently an obstacle to superior performance.
Writing for Entrepreneur.com, Martin Zwilling observes that many entrepreneurs believe their business idea will carry their startup, while most investors think that the idea is worthless without the right execution. This, he insists, means that selling yourself is more important than selling your idea.
Companies such as Facebook, Google, Cisco and IBM not only offer shining examples of innovation – they are also models for strong corporate culture, writes Kispert for Chiefexecutive.net.
According to Randy Komisar, writing for the HBR.org Blog Network, most of the time the best thing a manager can do is to get out of the way of the people actually doing the work. This is the principle behind what he calls “Minimally Invasive Management”.
There’s no doubt that email has become an invaluable tool for communication and collaboration in the workplace. However, writing for Forbes.com, Jacob Morgan warns that it has its limitations and the widespread reach of email is both its greatest strength and its biggest weakness.
Being a leader often means keeping some of your feelings and thoughts to yourself instead of sharing them with your employees, according to Geoffrey James, writing for Inc.com.
The author explores some of the most common thoughts that bosses frequently have but are best left unspoken:
The first three months for a new boss is a critical period, writes Matt Regan for Management Today. As the author points out, first impressions count, and a clear and realistic 100-day plan can help you prioritise your time in a key period.
You might not be able to dictate corporate culture, says Ron Ashkenas on his HBR.org blog, but he insists you can influence it.
Ashkenas shares an old joke about a CEO who attends a presentation on corporate culture and then asks his head of HR to "get me one of those things".