I’ve been reading and blogging about how to develop your strengths at work, and as a manager, how we need to focus on developing the
Ask anyone who’s just had a performance review what they’re working on improving this quarter, and I’ll bet they’ll tell you precisely what deficits they
Most of us have a poor sense of our talents and strengths yet are acutely aware of our weaknesses and flaws. Why is that? I’ll
Knowing what are your strengths at work is key to good management. In my previous posts, I’ve been sharing with you the results of a
Organizations usually fail at selecting the right people with management talent. A report by Amy Adkins in the Gallup Business Journal (April 13, 2015) suggests
When it comes to making successful leadership decisions, what you see is rarely all there is. Harvard Business School Professor Max Bazerman writes about this
As a leader, your career depends on making smart decisions: From what you say, to what you do, to how you delegate and use resources.
I’ve been writing about how managers can avoid under managing by more effective management conversations: highly structured, high substance conversations. How can we describe how
If the majority of busy managers aren’t sufficiently engaged in effective conversations about basic management tenets, what are they doing? None of the managers I
As a manager, how do you prevent under managing, and still empower your people? I’ve been posting about what’s called the “Under Management Epidemic,” here
Business is an active, demanding endeavor. Only those who consistently apply themselves succeed. Organizations that thrive require leaders who actively dream, plan, engage, solve, pursue,
Surveys and studies indicate global job dissatisfaction is at a two-decade high. Disengaged employees account for nearly 70 percent of the workforce, which significantly affects
Most employees favor consensus-run organizations where leaders manage democratically through inclusion and feedback. Consensus-style leadership is a refreshing alternative to tyrannical leadership, but democracy, taken
Sudden information is generally incomplete, incorporating whatever is available at the moment. By contrast, leaders sift through information, take time to gather data, and draw
