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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.

How should leaders cope with change during difficult times?

Terry Frost, Rider's Song, Flowers Gallery

In an interview by Terry Waghorn on, leadership guru Kevin Cashman offers advice on staying ahead of change in tough times for business.

How to improve your company's customer service in the post-recession environment

William Crozier, Flowers Gallery

Providing good customer service is the subject under discussion in an article by Dave Dougherty and Ajay Murthy in Harvard Business Review.

How to make employee performance evaluations more effective

Betsy Dadd, Hire Hive, Flowers Gallery

On, Jon Picoult discusses the right way to review and evaluate employees' performance.

According to Picoult, one of the most common mistakes that managers make is relying too heavily on employees' self-evaluations.

Downsizing: how should you manage a reduced workforce?

Betsy Dadd, Dad, Flowers Gallery

With the global economic crisis gathering pace and downsizing becoming increasingly prevalent, Tara Weiss of discusses the thorny issue of managing a reduced workforce.

Five tips on compassionate leadership

Steve Pyke, Anthony Appiah, Flowers Gallery

The art of compassionate leadership is discussed by Susan Cramm in her blog for Harvard Business Review, where she argues that conveniently labelling employees is dangerous.

Are you at risk from CEO-itis?

Julie Cockburn, Foldface, Flowers Gallery

There’s an affliction you could be at risk of contracting. It affects many people in positions of power and the symptoms include “a tendency toward isolation, belief that you’re smarter than others, preference for loyalists, aversion to changing course even in the face of failure – and love of royal treatment”.

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:  


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