In the world of bad management, styles differ: from the loud and radical CEO, who can never yell too loudly, to the timid middle manager, afraid of uttering a word of constructive criticism. Countless employees experience such leadership horrors in the biggest national corporations and in the smallest enterprises. No matter where the disgruntled employee works, the message remains the … Continue reading
When an office runs like a well-oiled machine, it’s easy to see that a good manager is in charge, guiding a slick staff with a wise hand.
But how did the manager find and choose that slick staff that functions almost as one unit? Here are some tips to aid in hiring top-notch achievers:
* Look carefully at the resume. … Continue reading
Each of us is abundantly endowed with weaknesses and failings. Effective managers have just as many as everyone else. The difference is that effective managers are willing to ignore individual weaknesses, including their own, and focus instead on bringing out employees’ strengths.
Focus on the positive: An effective manager concentrates on what people can do, not what they can’t, as … Continue reading
Posted on April 18, 2017 by
Jan Kantor in
Business Management,
General Interest,
Management & Leadership Skills with
Comments Off on Delegate wisely, or drown
In order to be successful, a manager must be free to manage. Delegating certain tasks and projects is therefore essential. Unfortunately, insecure individuals may feel threatened by the involvement of others, and controlling managers may not be able to let go of a project. Yet delegation is an important investment that every manager needs to implement.
Delegating is more complicated … Continue reading
Posted on April 11, 2017 by
Jan Kantor in
Business Management,
General Interest,
Management & Leadership Skills with
Comments Off on Leading the learning organization
- Part two of a two-part series.
Many people and organizations find themselves motivated to change only when their problems are bad enough to cause them to change. This works for a while, but the change process runs out of steam as soon as the problems driving the change become less pressing. With problem solving, the motivation for change is extrinsic. … Continue reading
