article https://www.wnyc.org/story/dirty-rotten-performance-review-right/ WNYC We all want feedback, but when it's a deluge of negativity, that doesn't mean your boss is an idiot. Take a moment. Breathe.
Let’s say you’re getting together with other managers and employees to develop your organization’s or unit’s strategy. No matter how much discussion and enthusiasm you bring to the task, you’re likely
I choked. It was just a middle-school tennis match against a manifestly worse player, but I became overwhelmed with anxiety. Before we’d started, the most important thing was to win. But during the match,
Managers routinely give employees conflicting messages. “Be innovative” and “Follow established protocol.” “Take risks” and “Don’t expose the company to bad press.” “Focus on the company’s #1 initiative”
At some point in their careers, most leaders have either consciously — or, more likely, unwittingly — based (or justified) their approach to motivation on Maslow’s Hierarchy of Needs. Maslow’s idea that
Speaking in front of a group — no matter how big or small — can be stressful. Preparation is key, of course, whether it’s your first or your hundredth time. From preparing your slides to wrapping up your
Why do so many people have their ideas rejected by their own companies? The problem, in our experience, is that most leaders fail to set clear goals for innovation. Seduced by the notion that creativity
There’s an age-old question out there: Is it better to be a “nice” leader to get your staff to like you? Or to be tough as nails to inspire respect and hard work? Despite the recent enthusiasm for wellness
Who are the unhappiest among your workers? And what’s driving them crazy? They may not be who you think they are. They aren’t who we would have thought. To find out, we gathered data from the most unengaged
On a chilly Paris morning some years ago, I was talking to a group of young managers about building high-performance teams. As our conversation progressed, I asked them why they hadn’t already executed
“Virtual” teams—ones made up of people in different physical locations—are on the rise. As companies expand geographically and as telecommuting becomes more common, work groups often span far-flung offices,
“So,” I asked Mary*. “Do you have any feedback for me? What can I do better the next time?” We had just finished delivering a leadership training to senior executives at a large financial services company.
Don, a senior vice president for sales at a global manufacturing company, wakes up late, scrambles to get showered and dressed, has an argument with his teenage daughter over breakfast, then gets stuck