According to Randy Komisar, writing for the HBR.org Blog Network, most of the time the best thing a manager can do is to get out of the way of the people actually doing the work. This is the principle behind what he calls “Minimally Invasive Management”.
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There’s no doubt that email has become an invaluable tool for communication and collaboration in the workplace. However, writing for Forbes.com, Jacob Morgan warns that it has its limitations and the widespread reach of email is both its greatest strength and its biggest weakness.
Being a leader often means keeping some of your feelings and thoughts to yourself instead of sharing them with your employees, according to Geoffrey James, writing for Inc.com.
The author explores some of the most common thoughts that bosses frequently have but are best left unspoken:
The first three months for a new boss is a critical period, writes Matt Regan for Management Today. As the author points out, first impressions count, and a clear and realistic 100-day plan can help you prioritise your time in a key period.
You might not be able to dictate corporate culture, says Ron Ashkenas on his HBR.org blog, but he insists you can influence it.
Ashkenas shares an old joke about a CEO who attends a presentation on corporate culture and then asks his head of HR to "get me one of those things".
Webcam job interviews are growing in popularity as companies cut back on recruiting budgets, writes Tara Weiss of Forbes.com.
Even giant companies such as Nike and Cisco have used the internet to handle first and second round interviews.
According to an Economist.com 'Management Idea' article, because companies such as Wal-Mart, Dell and Toyota have managed to achieve extraordinary success while doing fairly ordinary things, many managers have realised that what they produce can be less important than the way they prod
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?
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.