When your employees work with drive, passion and great motivation, they are engaged. When they don’t, however, they are “disengaged.” According to research from Gallup, disengaged employees cost the U.S. up to $550 billion in lost productivity …
Managing a complainer can be tough. But as The Leadership Freak points out, not all complainers are created equal. While some complainers are venting (a.k.a. gossiping) and stirring up dissent among coworkers and HR, others are actually …
By the time you become a manager, you probably have plenty of experience with bosses who don’t know how to motivate teams. But knowing what not to do is just the start. Being an effective manager means knowing how to …
Unless Michael Scott is your management hero, you probably care more about getting results than getting your reports to like you. That's as it should be: it's too much to ask people to do what you tell them to do and validate you at the same time. But that doesn't mean that you should be indifferent to how your team feels. To be most effective, you need to build the kind of relationship where your people have trust in both your judgment and your discretion. Building respect should be one of your top priorities.
"I have to go to work tomorrow," a friend of mine recently informed me. "And the worst part is, I'm still not Batman." For most of us, work is a far cry from superheroics, unless you count being able to endure an interminable meeting without sighing a feat of strength. (And sometimes, it is.) But as the lead story in this week's roundup shows us, being good at managing is a superpower – but one you can develop over time, with no origin story required. Read all about that, plus the assumptions you should stop making about LinkedIn, and the ways in which your brand will change over time, in this week's post.
Whether you manage four people or 400, chances are, you consider that part of your job the most challenging. Supporting, training, and motivating others while holding them accountable is tough, even if you work with a dream team. But, when someone difficult enters the mix, it can feel downright impossible.
What's the weirdest thing you've ever seen at the office? For one manager, it's probably the time a report pulled out a harmonica and started singing his status update. The question, of course: is that OK? And if not, how exactly do you tell your subordinate that this is not the opera episode of Mr. Rogers? All that, plus avoiding student mistakes, and how to accept a job offer the right way, in this week's roundup.
An attractive compensation package may bring in good employees, but it definitely doesn't guarantee that they'll stay. We'll take a look at what encourages high-quality employees to stay put at their jobs, and what causes them to pack up and move on to greener pastures in their careers.
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.
Mobile technology was supposed to set us free from the tyranny of the 9-to-5, allowing workers to escape the office and plug in wherever they happened to be, and work when inspiration struck. Instead, studies show, improvements in technology have blurred the boundaries between work-time and personal-time, and changed managers' expectations of the managed. In short, many bosses and employers now expect workers to check their email at night, on the weekends, even on vacation. The result? Workers are getting mad, and getting less done.