In my management workshops, we spend considerable time focusing on decision-making. The sheer number of decisions most managers make in a week is staggering, many of them on the fly, with little time for contemplation. We also focus a lot… Read More ›
As I write this series of articles I entitled the Cardinal Sins of Management, I find myself unable to decide which of them is more irritating, infuriating, frustrating, or just plain unacceptable from the standpoint of a subordinate. Suffice to… Read More ›
Mistakes come with the job of management. You make a lot of them and most are minor, easily correctable, acknowledged without much embarrassment, and do little harm to you, your subordinates, or the organization. But there are a few mistakes… Read More ›
In a recent article, I addressed the challenge a manager faces coping with a subordinate whose workplace behavior hinders his or her own performance, or is disruptive to the work environment itself. Although it can be a difficult challenge, dealing… Read More ›
For a manager, employee problems generally come in two varieties: behavior problems and performance problems. Often they present themselves as a package deal. Knowing and recognizing the difference and being clear from the start which one you are addressing, is… Read More ›
A senior executive colleague of mine once told me he took great pride in his ability to fill managerial openings with high quality people. “I could always just close my eyes”, he said, “and picture at least five faces all… Read More ›
I first encountered the concept of a manager’s shadow at a seminar I attended in Boston some years ago. The presenter — a female corrections officer whose name, but not her message, I’ve long forgotten — was recounting the evolution… Read More ›
Insights on Managing and Leading 