Why do companies so often end up with a shortfall in their talent pipeline? And what distinguishes organisations that have been able to prepare their rising stars for post-promotion success?
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The traditional methods for driving operational excellence in global organisations are not enough, write Rob Cross, Peter Gray, Shirley Cunningham, Mark Showers and Robert J. Thomas for MIT Sloan Management Review.
If you want to build an innovative company, you had better make it your business to find employees who think outside the box, says Inc.com, as the online business journal shares tips on hiring for creativity.
Whitney Johnson offers some reasons why you shouldn't delegate on her HBR.org blog.
Based on her own experiences, Johnson outlines three situations where you should avoid delegation.
On Bloomberg Businessweek Harold L. Sirkin discusses a management dilemma that he calls the "Rule of 98/2".
Many years of research have highlighted four essential qualities of great teams, say Adrian Gostick and Chester Elton on Forbes.com.
On the McKinsey Quarterly website, Roger Roberts, Hugo Sarrazin and Johnson Sikes explore a new model for managing IT which combines factory-style productivity to keep costs down with a more nimble, innovation-focused approach to adapt to rapid change.
On his HBR.org blog, John Kotter puts forward the theory that conflict can actually help in getting an idea accepted.
This will come as a surprise to leaders who put such a high value on consensus that they feel an urge to complete agreement on everything.
On the HBR.org blog, Paul Atchley insists we can't multitask, so we should stop trying.
Atchley points out that although we feel productive when trying to juggle lots of different tasks, in reality that kind of behaviour makes us less effective in our work.
Susan Adams of Forbes.com asks, "Do you keep putting off things you should be getting behind you?" If so, she reveals some tips on how you can stop procrastinating.
Amy Jen Su and Muriel Maignan Wilkins use HBR.org's blog to offer advice on dealing with passive-aggressive peers in the workplace.
They use the following example to describe the paradoxical term "passive aggression", which they say is all too often loosely used to describe co-workers:
On the HBR.org 'Best Practices' blog, Amy Gallo outlines when you should reward employees with more responsibility and money.
Gallo observes: "Managers who want to recognise employees for good work have many tools at their disposal. One of the more traditional ways to reward a top performer is to give them a promotion or raise or both."
Since Steve Jobs died it has become clear that Apple misses not only his innovative thinking but also his micro-management.
How truthful are you with your employees or direct reports? Although management requires a certain level of discretion, there’s a fine line between being discreet and being deceptive.
Are you constantly battling cynicism on your team? Are your plans and suggestions often met by negative comments from the same naysayers?
If so, Management Today provides a handy guide to preventing the cynics from infecting your team.
The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.
The underlying thought of the KISS principle (Keep It Simple Stupid) is that, because managers are none too bright, the greater the complexity, the more likely they are to make a mess of their management.
Do you feel that your work as a manager is getting more and more complicated? You are almost certainly right.
Growing numbers of employees want to work more flexibly in order to achieve a better balance between their jobs and the rest of their lives. But while growing numbers of organisations are trying to accommodate their employees’ requests, they are doing it not out of altruism but for good business reasons.
Few managers today can have escaped exposure to the management industry. They have very likely been taught some aspect of management, been exposed to some new (or once new) management idea, worked alongside expensive management consultants, come across an interesting article in a management journal, even read a whole management book (even if it’s only The One-Minute Manager).
Interesting evidence about predictions is covered in a book by Philip Tetlock entitled Expert Political Judgment: How good is it? The answer is directly relevant to business management, because fortunes are directly affected by political decisions (and indecisions).
If the benefits of a new idea will start to come through in six years’ time, and the full benefits in 20 years, is that idea likely to be implemented?
‘Mavericks’ are by definition rare beasts in business management or any other organised activity.
Why do business idols, both individuals and firms, develop feet of clay? For anybody who believes this cannot happen to their leader, or their organisation, or even to themselves, the best advice is ‘don’t be so sure’.