Having faith is a wonderful thing. But today's project and functional teams need to run on trust. Why? Because unlike faith, trust is evidence-based, built on measurable results and can be restored through hard work.
The most important business lesson I ever learned, I learned at eight years old. And it’s something that is as relevant to all of us today as it was to me as a kid back then.
Going from being a ‘doer’ to being a manager isn’t easy, because managing others demands interpersonal and communication skills that need to be worked on.
The old saying “do unto others as you’d like them to do unto you” Is fine advice. But when it comes to management, it's not so simple. Let me explain why it doesn’t stack up.
Communication increasingly seems to be a question of technology. But it isn’t. It's a complicated process with lots of moving parts. And it starts with two very important questions
Ian Fleming’s James Bond books don’t normally spring to mind as sources of useful management advice. But there’s a line in ‘Goldfinger’ that is actually quite brilliant if you run a remote team.
One of the biggest factors in building trust is believing in the competence of the people you work with. If you work in the same place, that isn’t so hard to do. But if you work remotely, gathering evidence of competence takes more effort.
Bad meetings cost companies billions of dollars every year. But this waste is easily avoidable if only we'd all ask ourselves a couple of basic questions and think a little more about how and why we have meetings.
We all get tired, rushed and overworked. And when we do, it's tempting to use technology as an excuse to take the easy way out by avoiding confrontation or uncomfortable conversations.
I’m always being asked how to get people to pay attention during webinars. My answer is to ask a simple question: what are you doing to earn their attention?
If you're mindful as to your meeting's purpose and desired outcome, you will accomplish far more than if you approach it as an empty ritual.
Project management and team leadership are often viewed as chess games. But there’s one important difference. Those pieces on the chess board aren’t human. Your team members are - and they need to be treated accordingly.
I have officially taken every personality profile known to man. Other than telling me that I'm an ENFP, Independent-Working Blue-Green Lion-Otter hybrid, the one thing they have in common is unanimous agreement that I DO have a personality.
Many things in life are necessary but annoying - especially email. So here are five simple things everyone can do with their emails that will help make everyone less generally cranky:
For most of us, the big things - like the global economy - are out of our control. So let's turn off the news for a while and focus on the little things that happen at work that make so many managers lives far more complicated than they need to be.
Remote and virtual workers leave their jobs at a slightly higher rate than those who work in a fixed location. Are they simply ungrateful weasels, or can something else explain this increase in turnover?
As a Canadian who spends a lot of time on international conference calls and webinars, it's impossible not to notice that almost everyone can deal with foreign accents except (North) Americans.
Forget Gartner studies and erudite articles in HBR, the way we work remotely today has come about through guesswork and trial-and-error. It was never planned - which is why organizations have a hard time dealing with it.
I had one of those moments of intense pride followed by a blinding flash of panic this week. My kid has gotten her first real big-girl management job. There are a few things I’d like to tell her - but she won’t listen, of course.
Being right is no guarantee of success when trying to sway others. When putting information across to others, you need to be clear, organized, appealing, in control and deliver in ways that boost your credibility.
Copyright © 2000 - 2023 Management-Issues.com, except where otherwise noted. | Powered by SedaSoft