A good boss can be the difference between a job you love and one you dread. In fact, research shows that employees' job satisfaction is most closely linked to their boss's ability to do his or her job well. Beyond that, bosses who can fill in for employees also increase job satisfaction. But is a good boss necessarily a boss who could work a day at your desk?
Should managers focus on making workers happy, even before satisfying the shareholders? Yes, according to Dr. Kazuo Inamori, management expert, billionaire entrepreneur, and Buddhist priest. Inamori has spent decades applying and honing his organizational philosophies, and he's done so with great success. He created the $64 billion phone carrier known as KDDI Corp, and he rescued Japan Airlines from bankruptcy just a few years ago. His ideas are unique, complex, and yet also super-simple in the essence: "If you want eggs, take care of the hen. If you bully or kill the hen, it’s not going to work."
Does your job feel like it should include "herding cats" in the description most of the time? How do you get people you manage to actually want to do what you tell them? Unless you're a pre-school teacher, you're likely dealing with a gaggle of adults, but sometimes it's next to impossible to get them to operate like a team, all working for the same common goal. So here are some ideas that are so simple, they just might work (and no, they don't involve pointy sticks).
Research shows that 65 percent of managers are "checked-out" at work, which means that there's a 65 percent chance that your boss is not so great. If you're unsure as to whether your direct manager is part of the misery-inducing majority, then here are a few surefire ways to tell. You're welcome and good luck.
Hollywood would like us to believe that everyone goes to school, works hard, and quickly winds up in their dream job. From pauper to Wall Street, shy guy to leading man, or mailroom clerk to CEO, it's all about that fairytale ending. Now brush the popcorn from your lap and let your eyes readjust to the light, because the movie's over and we're heading back to reality.
Have you ever been so psyched for a landing a job interview at a promising employer, only to be completely turned off to the opportunity thanks to the behavior of your potential boss? It happens more often than candidates like to admit, which is why it's important to be able to recognize a bad boss when you meet one. Here's how.
At most companies, colleagues share their calendars with each other for transparency and visibility, and to let everyone know when they're available. From the CEO to the lowliest summer intern, most of these calendars have one thing in common: they're jam-packed with meetings. Of course, not every meeting is a good one. Here's how to improve yours.
One-on-one meetings are a critical component of communication at the office. It's one of the few moments of the week you get to check in with your employees on both a personal and professional level. As your schedule is likely packed, this half hour or hour is important to make sure your team stays on track -- but the time can fly right on by. So how can you make the most of this time?
By 2020, millennials will make up an estimated 50 percent of the workforce, according to a study by PwC. While you may have heard that Gen Y is entitled and lazy, this demographic of employees is anything but. They are incredibly entrepreneurial and tech-savvy -- and eventually will change how we work.
If you want to be respected as a manager, you have to talk the talk. But in this age of corporate buzzwords, it can be hard to sound like the manager you want to be, or to be respected for the leader you already are.
Rarely, if ever, does any manager or employee speak of their fondness for the annual performance review, that ritual outlining of personal mistakes, successes, strengths, and weaknesses. So, if everyone hates them so much, why are are we doing them? That's the question Adobe asked before deciding to eliminate the process in 2012, and the company hasn't looked back since. Here's why.