The world mourned the passing of an iconic innovator when Apple’s Steve Jobs died in October 2011. There has been no shortage of articles on how business leaders can emulate the great man. But is that really possible, and will mimicking Jobs’ management style change your company for the better?
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Money might not be the great motivator it is generally believed to be. That is the shock conclusion of a book by best-selling author Daniel Pink called Drive: The Surprising Truth About What Motivates Us, discussed by Hardy Green on Fortune.
In a typical company there is a cross-section of talent – say, 10% high performers, 10% of under-performers and around 80% in the middle. While much of management’s time and energy is spent on the extremes, the challenge of finding the right “people strategy” for the average employee often gets lost in the mix.
With the business environment now relying heavily on digital technology for communication, the importance of face-to-face management is emphasised by Jerry S. Wilson at Businessweek.com.
Leadership strengths are discussed by Robert E. Kaplan and Robert B. Kaiser in Harvard Business Review.
The difficulty of taking on a new leadership role is discussed in Harvard Business Review by Mark E. Van Buren and Todd Safferstone.
According to G. Michael Maddock and Raphael Louis Viton on BusinessWeek.com, the first step towards managing innovation is addressing a key question from employees: "Why should I follow you?"
In an interview by Terry Waghorn on Forbes.com, leadership guru Kevin Cashman offers advice on staying ahead of change in tough times for business.
Providing good customer service is the subject under discussion in an article by Dave Dougherty and Ajay Murthy in Harvard Business Review.
In an interview by Lawrence Delevigne and J.
On Forbes.com, 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.
With the global economic crisis gathering pace and downsizing becoming increasingly prevalent, Tara Weiss of Forbes.com discusses the thorny issue of managing a reduced workforce.
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.
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”.
On Fortune, former Starbucks and Pathmark chief executive Jim Donald shares some tips for CEOs during hard times.
On BusinessWeek.com, Beth Weissenberger discusses the negative traits that managers acquire and how to conquer them.
Motivating people without money is the subject of an article by Matthew Boyle on Businessweek.com.
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.
On HBR.org'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.
In Harvard Business Review, Claudio Fernández-Aráoz, Boris Groysberg, and Nitin Nohria offer a guide to recruiting in both good and bad times.
The theme of how to manage a business during the recession is explored at Fortune courtesy of senior editor at large Geoff Colvin.
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'.
On BusinessWeek.com Liz Ryan highlights the vicissitudes of management philosophy and selects ten management practices to avoid. These are:
In Harvard Business Review, Robert I. Sutton advises on how to be a good manager when the economy is bad.