Blogs

Solutions to Your Business Challenges

How To Survive A Bad Boss

How To Survive A Bad Boss

A good boss provides encouragement, development, mentoring, and support, while also being fair, constructively critical, and helpful in integrating employees into high-performing teams. This is a boss you remember for years, one who has a lasting impact on your career.

But what happens when you end up with a really bad boss – someone who not only lacks these positive characteristics, but is also a negative force? Do you just grin and bear it, complain to higher authorities, look for an escape route, or do something else? Here are two quick (disguised) examples:

  • Sheila was an up-and-coming manager at a well-known ...

Help Your Team Spend Time on the Right Things

Help Your Team Spend Time on the Right Things

This post was coauthored by Amy McDougall.

What is the most common resource that’s always in short supply? The answer, of course, is time. This applies not only to your time, but to your team’s. It’s the one organizational resource that is neither expandable nor renewable. Therefore, making sure that time is spent in ways that will have the biggest impact is a critical determinant of organizational success.

Unfortunately, many managers don’t think about time as a finite resource in the same way that they consider the limitations of headcount and budget. Therefore they don’t ...


Don't Delay Tough Talent Decisions

Don't Delay Tough Talent Decisions

The best way for a manager to be successful is to build a top-notch team.  But when most managers take on new positions, they hesitate to act quickly in replacing incumbents that may not have ability to perform as needed.  Months later, when reflecting on what they could have done differently, almost all of these managers say that they should have moved faster in making the tough “people calls.”

Why are these tough calls so tough to make?  Let’s look at three possible reasons:

First, many managers don’t trust their own instincts. They’ve been taught in business ...


How Thomson Reuters Is Creating a Culture of Innovation

How Thomson Reuters Is Creating a Culture of Innovation

This post was coauthored by Cary Burch.

It’s not easy for big companies to innovate. As Steve Blank, Clay Christensen, and many others have pointed out, once firms reach a certain size, most of their resources (and investment dollars) are rightly devoted to executing and defending their existing business model. Moreover, the skills that are cherished and rewarded for achieving current results differ from those that aid in discovery and experimentation, both of which are needed to drive innovation. As a result, fostering a true culture of innovation in big companies is often an aspiration rather than a reality ...


Getting Past a Career Setback: An Example and a Test

Getting Past a Career Setback: An Example and a Test

This post is co-authored by Mitchell Marks and Phil Mirvis.

Managers often think about their careers in terms of winning and losing. Winners ascend the corporate ladder and get the praise, recognition, bonuses, and top jobs. But what about those whose careers are sidetracked or derailed when passed over for a key assignment or big promotion? Or those who find themselves on the short end in the latest reorganization or merger selection? Are these “losers” out of the running for career advancement, or can they regain their footing, refocus their sights, and continue to rise?

Very few managerial careers proceed ...


A Test to Weed Out Consultants You Shouldn’t Hire

A Test to Weed Out Consultants You Shouldn’t Hire

We’ve seen a lot of consulting “misses” over the years – polished management products and services that fail to achieve what the clients want. Often it’s because executives recruit their consultants the wrong way.

They usually start the search sensibly – looking for recommendations from respected colleagues or friends, a reputation for cutting-edge work, a portfolio of similar jobs done elsewhere, deep subject-matter expertise, and industry experience. These are all good reasons to include a firm in your initial list of candidates. But once you’ve narrowed down the field to a few contenders and carefully read their proposals, it ...


The Reason Your Team Won’t Take Risks

The Reason Your Team Won’t Take Risks

This post was coauthored by Lisa Bodell.

Most senior managers agree that taking risks is important for innovation, but in far too many cases, they don’t act like they believe this. For example, one global organization, where one of us conducted a culture survey several years ago, considered itself to be highly supportive of developing new products, services, and practices. Yet when several hundred professionals were asked what would happen if they developed and tried “new and untested ideas,” only 17% said that such behavior would be rewarded or approved – 47% said that the reaction from their superiors would ...


Rethinking the Meaning of Labor Day

Rethinking the Meaning of Labor Day

Accept and embrace it: summer is almost over. After all, Labor Day is next week and doesn’t that mean it’s time to get back to work, stop going to the pool, and start planning winter vacation? Doesn’t it mean a last barbecue, a neighborhood softball game, and a final long weekend before autumn arrives?

But what about celebrating “Labor”? Isn’t it called “Labor Day”?

When my kids were young I remember one of them posing a similar question: “Why doesn’t anybody work on Labor Day?” my daughter asked. So I tried to explain that this ...


Four Ways To Develop A Better Strategic Plan

Four Ways To Develop A Better Strategic Plan

This post was coauthored by Logan Chandler.

No great strategy was born without careful thought. That’s why the process of planning a strategy itself is an important vehicle for setting priorities, making investment decisions, and laying out growth plans. But for many companies, the activity has devolved into either an overexplained budget or just bad amateur theater – lots of costumes in the form of analysis, charts, and presentations – but with very little meaningful substance that can be translated into action. As a result, many strategic plans end up as shelf decorations or hard-to-find files in crowded hard drives.

Whether ...


Why Managers and HR Don’t Get Along

Why Managers and HR Don’t Get Along

Have you ever noticed how ambivalent line managers are about the Human Resources function? On one hand, most of them want their HR people to be involved in key strategic decisions; on the other, they want to make sure that whatever they do is not perceived as an “HR program.” Managers often rely on their HR partners to help them build an effective team, but then chafe at them for forcing them to “follow the process.” The bottom line, as Ram Charan argued in his recent HBR article, is that many line managers are disappointed in their HR people.

While ...


Page 1 of 51 1 2 3 49 50 51 »