Reviewing remote managers

Wayne Turmel | 28 Aug 2014
With performance review season looming, how should remote team leaders be evaluated? While the differences between managing remotely and co-locating are few, they are significant, and your terms of reference need to reflect that reality.

The Connected Manager

Every team needs communication rules

It doesn't matter what you call it, the fact is that every team needs is a set of communication guidelines to help them work together more effectively. So what does one of these communication agreements look like - and how do you go about creating one?

Advice Clinic

How do I handle my nit-picking negative boss?

Bill's boss focuses only on the negative, dishing out a regular diet of nit-picking criticism that is as demoralizing as it is unfair. Coach Chris Welford explains how he can break the pattern by doing something different.

Now is all there is

Peter Vajda

Do you live in the moment or are you always waiting for a future that might never arrive? The thing is, ‘now’ is all there is and if you don’t appreciate that, you’re missing out on your life.

Words are all in the mind

Janet Howd

Only words related to consciously-held ideas can pop out of a human mouth without forethought. So don’t allow sloppy thinking to distort your language and undermine the crux of your argument.

The ABC of great customer experiences

Andy Hanselman

In the A-Z of great customer experiences, the letter ‘C’ obviously doesn’t stand for ‘Comcast’. Every business needs to think about the letter ‘Q’. It stands for ‘queues’ and for ‘question’ – this question. What's it like to be a customer of your business?

Does your behavior encourage happiness?

Duane Dike

Happiness is good for business and leadership behavior is what sets organizational mood. And nowhere is that more important than with front-line employees, who are possibly your organization’s biggest competitive advantage.

Duane Dike | 27 Aug 2014

Why change? Why not?

One of the biggest mistakes business people make is executing the plan/do model. We plan, and then expect people to do. But questioning how we do things is vital, and we too easily forget about the exploration, thinking, mistaking, learning, testing and struggling that goes with change.

Peter Vajda | 25 Aug 2014

What’s stopping you from healing?

Many people claim they want to ‘heal’. In reality, however, what they’re actually looking for isn’t healing, it’s simply a quick-fix that can reduce their pain and suffering. That’s an important distinction, because true healing can be both challenging and threatening.

Wayne Turmel | 19 Aug 2014

It's the little things, stupid

For most of us, the big things - like the global economy - are out of our control. So let's turn off the news for a while and focus on the little things that happen at work that make so many managers lives far more complicated than they need to be.

James M. Kerr | 18 Aug 2014

The keys to strategic differentiation

The only way that a business can deliver sustainable achievement over the long haul is through the pursuit of three simple goals that together represent the universal truth of all strategic differentiation. They are to be a company of choice, an employer of choice and an investment of choice.

David Livermore | 15 Aug 2014

Cultural misunderstandings and the elephant in the room

One of the biggest causes of misunderstandings and conflict in multicultural teams is the difference between direct and indirect communication styles. So how can those who like to get straight to the point work harmoniously with others who expect issues to be addressed more subtly?

Peter Vajda | 11 Aug 2014

Do you always need to be right?

Many people feel that they always have to be right. What's more, they also have a need to prove that others are wrong. So what's the reason for this 'I’m right, you’re wrong' dynamic? And what would happen if we let go of it?

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