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Every good manager knows that people are their most valuable resource. In these articles we show you how to manage effectively to get great things from the people you manage. We'll tell you how to create powerful teams, nurture talent and prevent conflict. All our articles contain the best new business thinking from around the world.

Essential advice for CEOs during tough times

Noel Forster, Colours in Black, Flowers Gallery

On Fortune, former Starbucks and Pathmark chief executive Jim Donald shares some tips for CEOs during hard times.

Can you recognise your negative management traits - and rectify them?

Julie Cockburn, Smile, Flowers Gallery

On, Beth Weissenberger discusses the negative traits that managers acquire and how to conquer them.

How can you motivate employees without money?

Tim Mara, Flowers Gallery

Motivating people without money is the subject of an article by Matthew Boyle on

Does your 'evil twin' manager need to be tamed?

Kwon Kiso, Flowers Gallery

Many managers have an evil twin that only their staff see. This substandard sibling is born of poorly executed ideas and inadequately expressed good intentions.

What do your employees want from you?

Trevor Sutton, Reflection, Flowers Gallery

On's blog, Dr Cleve Stevens, a leadership consultant to CEOs in the Fortune 500, details four key things employees need from leaders.

Stevens expresses his belief that transformational leaders have the ability to challenge their people to grow professionally, personally, emotionally and intellectually.

How to recruit in bad times to prepare for better times

Trevor Sutton, Moon Dreams 9, Flowers Gallery

In Harvard Business Review, Claudio Fernández-Aráoz, Boris Groysberg, and Nitin Nohria offer a guide to recruiting in both good and bad times.

Ten tips for managing a business in a recession

Terry Frost, Forgetting Lorca, Flowers Gallery

The theme of how to manage a business during the recession is explored at Fortune courtesy of senior editor at large Geoff Colvin.

Survival guide for new CEOs

Noel Forster, Untitled 4, Flowers Gallery

Writing for McKinsey Quarterly, former McKinsey managing director Ian Davis offers valuable advice to new chief executive officers in the form of a 'letter to a newly appointed CEO'.

Ten management practices you should avoid

Tom Lovelace, In Preparation, Flowers Gallery

On Liz Ryan highlights the vicissitudes of management philosophy and selects ten management practices to avoid. These are:

Revealed: the four key attributes managers need during a downturn

Terry Frost, Black Moon and Ochre, Flowers Gallery

In Harvard Business Review, Robert I. Sutton advises on how to be a good manager when the economy is bad.

How should HR handle the difficult task of laying off employees?

Terry Frost, Lorca, Flowers Gallery

Jack Welch and Suzy Welch impart some of their knowledge of human resource management via, offering advice on how to deal with layoffs.

A.G. Lafley's four leadership lessons for chief executive officers

Terry Frost, Newlyn Blue Q, Flowers Gallery

In Harvard Business Review, Procter & Gamble CEO A.G. Lafley highlights the things that only a company's chief executive officer can do.

The enduring wisdom and advice of the late Peter Drucker

Noel Forster, Flowers Gallery

The November 2009 issue of Harvard Business Review celebrated the centenary of the birth of the management guru Peter Drucker, pointing out that the knowledge he shared during his lifetime is still very relevant to various situations the world finds itself in today.

How do you motivate workers in a difficult economic climate?

Josef Herman, Flowers Gallery

One of the most important and toughest challenges managers have to face up to is motivating workers during the recession - and this is the subject of Emily Thornton's interview with John Katzenbach, CEO of Katzenbach Partners, at

Could the success of an organisation depend on the mood of the management?

Trevor Sutton, Moon Dreams, Flowers Gallery

David Bolchover of Management Today reports that a leader's attitude is "highly contagious" and therefore managers have to set the mood of the workplace in order to lift others.

The most common errors of management and how to correct them

Prunella Clough, Flowers Gallery

On, Aubrey C. Daniels lists some of the most widely used but ineffective management practices, and suggests more suitable alternatives.

Among the misguided management practices listed are:

So you need to cut costs? Here's how...

Derek Hirst, Flowers Gallery

You're heading a department and have been ordered in no uncertain terms to cut administrative costs by 10%, 20% or 30%. That's the hypothetical – but not uncommon – scenario discussed by Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne, Sr in Harvard Business Review.   The Coynes offer some guidelines:  

How should you handle a negative team member?

Julie Cockburn, Shell-shocked, Flowers Gallery

On, Amy Gallo offers advice on how to handle a pessimist on your team.

She suggests three approaches to negative behaviour:

What questions do directors need to ask about talent management and succession-planning?

Jack Smith, Sound, Flowers Gallery

Writing in BusinessWeek, Claudia Lacy Kelly, the global practice leader of Spencer Stuart's Human Resources Practice, outlines key questions that corporate directors should ask about talent management.

The questions are:

Why global management requires knowledge of cultural differences

Trevor Sutton, Starcross, Flowers Gallery

On the website of Fortune magazine, Anne Fisher discusses the art of global management with Charlene M. Solomon and Michael S. Schell, co-authors of the book Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset.

How to help employees meet their goals

Josef Herman, Flowers Gallery

On's 'Best Practices' blog, Amy Gallo looks at ways of making sure your employees succeed in achieving their goals.

Are you guilty of overcommunication?

Jack Smith, Flowers Gallery

It's possible to overcommunicate as a manager, according to Joel Spolsky of

Managing complexity and increasing effectiveness

Trevor Sutton, Flowers Gallery

Complexity is not necessarily bad for business, say Julian Birkinshaw and Suzanne Heywood writing for McKinsey Quarterly. However, there are different types of complexity and the problem for many executives is that they're not always sure of the type that their organisation has.  

Dealing with conflict in the workplace

Julie Cockburn, Hero, Flowers Gallery

Conflict in the workplace is inevitable. Many leaders might try to avoid it but it is inescapable.

Writing for, Mike Myatt says the "ability to recognise conflict, understand the nature of conflict, and to be able to bring swift and just resolution to conflict will serve you well as a leader".


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