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8
Dated: 10-02-2015
Any business leader will agree that a successful program for their operation is one that makes their organization more efficient or effective. Enlightened business leaders constantly take the opportunity to enhance their existing programs for workplace fun. How can a program for workplace fun become more effective and efficient? Further, what would the benefits of a more effective program for fun within your culture be?
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8
Dated: 10-02-2015
According to Gallup, the number-one reason employees leave is because of their dysfunctional relationship with direct supervisors. It’s not lack of technical training, intelligence, or capacity to lead that fosters relationship problems between managers and their employees. Its poor communication skills, ineffective coaching, and the lack of critical skills.
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8
Dated: 10-02-2015
Most leaders’ natural reaction to low team performance is to take charge. They view this as their job: to set direction and lead. However, in many cases, this is actually the completely wrong approach. Sometimes the strongest and smartest approach is to sit back, stay silent and say nothing.
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8
Dated: 10-02-2015
Working on mergers and acquisitions is challenging, complex and rewarding. Each project is different with unexpected twists and turns and deadlines that must be met. Each has its own “personality” and each bears the stamp of the leader.
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8
Dated: 10-01-2015
The most successful managers and frontline leaders are loved by their teams, respected by their peers and valued by the C-suite because they possess the right combination of tactical business know-how and people leadership skills. They understand the value of mastering business tasks and logistics while also creating strong bonds with their team members. Nurturing these relationships is top of mind, and they understand that trust and communication are key. But creating trust requires managers to hone a very specific people skill – the ability to clearly communicate expectations.
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8
Dated: 10-01-2015
We have all worked for some good (and some not so good!) managers throughout our career. What made the good managers good was their ability to grasp their role as a manager; they structured their team to be effective and efficient, organized their actions, drove results and reported progress. They seemed to work best in a controlled environment, shielded from the negative impact of issues emanating from individuals or teams outside of their own.
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