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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.

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".

Management style: how many of these sins are you guilty of?

Julie Cockburn, Flowers Gallery

On the Fast Company website, media training company Mindflash present a guide to the seven habits of a highly ineffective manager.

Highlighted in infographic form are the "most common workplace ruts" that undermine the effectiveness of managers. Here is a summary of the seven undesirable habits and how to kick them:

Why do good managers make bad decisions?

Jack Smith, Dialogue, Flowers Gallery

On, Matt Boyle talks to management guru Sydney Finkelstein about his latest book Think Again, which examines why ostensibly good managers make poor decisions.

How to avoid creating a zombie workforce

Certain workplace practices can destroy employees' willingness to use their higher cognitive functions, such as imagination and trust, write H. James Wilson and Kevin Desouza for

Make your meetings more effective

Meetings may be the bane of the corporate world but even small businesses cannot do without them, writes Josh Spiro of

How should your managers be managed?

On, Darren Dahl tackles the problem managing managers and helping "smart, committed and passionate" people perform to their potential.

When only micromanagement will do

There are times when micromanaging is both good and necessary, according to Christine M. Riordan, writing for, as she runs through some scenarios where managers should keep a closer eye on the day-to-day work of their employees.

Why you have to manage as well as lead

On the Blog Network, Robert I. Sutton insists that true leaders are also managers, and any belief to the contrary can have a negative effect on the way those in leadership positions do their job.

The art of creating a positive workforce

On Bloomberg Businessweek, John R. Ryan gives some advice to leaders looking to lift their employees' morale and productivity.

Ryan believes leaders who want to inject positivity into an organisation should start with themselves.

How to use rivalry and competition to boost innovation in your company

According to Bernard T. Ferrari and Jessica Goethals, writing for McKinsey Quarterly, productive rivalry can spur innovation and help the development of products and services, and they cite such diverse evidence as the director of General Electric's Global Research Group, and the more surprising example of the Renaissance.

How even the thought of a controlling boss can reduce productivity

Controlling bosses produce unproductive employees, says Andrew O'Connell on's 'Research' blog.

In fact, the mere thought – or even an unconscious thought – of a controlling person can have a negative effect on employees' performance, he insists.

Unite and innovate: cut out conflict

In Harvard Business Review, Vijay Govindarajan and Chris Trimble discuss the conflict that sometimes arises between innovation teams and the people responsible for day-to-day operations. They believe the solution lies in organising an innovative initiative as a partnership of both entities.

Why you should look for the solutions beyond the comfort zone

On the Bloomberg Businessweek website, Sharon Nunes discusses the concept of working outside the "comfort zone" and creating successful collaborations from the conflicts and creative tensions that exist within networks and teams.

Encouraging innovation through the use of pay incentives

On, Donald Delves discusses ways in which pay can encourage innovation.

Business plans: ten essential ingredients

On, Martin Zwilling outlines a recipe for a great business plan, revealing the ten essential ingredients.

According to the author, investment-grade business plans usually consist of around 20 pages, which should also contain these ten key elements that matter most to business owners and investors…

How to avoid making a mess of your recruitment policy

Writing for's 'Best Practices' blog, Amy Gallo offers some advice on avoiding recruitment disasters.

As Gallo points out, hiring staff can be both nerve-wracking and time-consuming, and the outcome is often uncertain.

How to micromanage effectively

Micromanagement might not be such a bad thing, according to Thomas O. Davenport, writing for Bloomberg Businessweek. While the "neurotic, power-tripping variety drives employees crazy", well-executed micromanagement "gives them what they want and need to do their jobs well".

Improve your employees' job satisfaction

The ways in which managers can raise levels of employee satisfaction in the workplace are addressed by John Baldoni on the Bloomberg Businessweek website.

Does your organisation need to change the way it makes decisions?

There is a "profound misunderstanding" regarding the link between structure and performance, according to Marcia W. Blenko, Michael C. Mankins and Paul Rogers writing in Harvard Business Review.


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