The right way to brag

Duane Dike | 16 Feb 2017

When you’re a manager, bragging about others is good. But bragging about yourself is bad, especially when it involves taking the credit for things other people have done in order to get ahead.

Essential attributes of successful women leaders

Cindy Wahler

Almost all the successful career women who have achieved a seat at the top table have applied their business savvy in two strategic ways that help to position them as leaders who truly makes a mark.

How to take expert advice

Wayne Turmel

You could drive yourself crazy trying to follow every piece of advice you get. And often the experts disagree. So how is a rational, intelligent and diligent human supposed to take all this advice without their craniums imploding?

The essential skill for our age

Rod Collins

Far from being a new iteration of the industrial revolution, our transformation into a hyper-connected world is the most significant inflection point in human history - one that demands ways of thinking and organizing that are a world away from the mechanistic models of the past.

Developing agility

Val Nichols

Top-down, command-and-control leadership slows organizations down and limits creativity. Instead, we need to develop the agility to rethink, reinvigorate and reinvent in response to changing circumstances.

Leading from the heart

Michael Jones

In a future of intelligent machines, the fastest growing segment of the economy will be the emergence of artist-leaders who build value through experiences that connect people with their hearts.

Parking spots: 6 ways to find space for innovation

Christos Tsolkas

Many people know what it’s like to have a great idea. But putting an idea into practice is something else entirely, particularly if you already have a serious job in a large corporation. So here’s a simple formula for getting yourself or your team to move.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Jurgen Wolff

January brainstorm

Jurgen Wolff

To get your new year off to a good start, I have tried to find some good meaty ideas – including how to make this the year you actually stick to your resolutions.

Peter Vajda

Character. Have you got it?

Peter Vajda

The foundations of good character are honesty, integrity and courage – even when no one is watching. Once we become dishonest, even when no one is watching, the toothpaste is out of the tube, and mistrust, lying and deception will start to define who we are.

Wayne Turmel

Are your teammates competent?

Wayne Turmel

One of the biggest factors in building trust is believing in the competence of the people you work with. If you work in the same place, that isn’t so hard to do. But if you work remotely, gathering evidence of competence takes more effort.

Wayne Turmel

Why better webmeetings matter

Wayne Turmel

Studies tell us that most people think two-thirds of the time they spend in web meetings is wasted. That means organizations are pouring hundreds of millions of dollars down the tube every year because they can't or won't make their web meetings better. And that makes me angry.

Max McKeown

Do I make you a little bit horny?

Max McKeown

As long as those who abuse positions of authority are able to pull the wool over our eyes and keep their behaviour under the radar, they often get away with it. But step beyond the zone of indifference and the flack will start to fly.

Earlier opinion

Changing a culture starts with changing behaviours

Stephen Fortune

Time and time again, companies invest huge amounts of time and money in the launch of new initiatives. But after the initial excitement wears off, nothing changes. Why? It's all about behaviour.

So what went wrong?

Duane Dike

Even in the high inflation years of the early 1980s, jobs were relatively secure. Not any more. Now when things go wrong in a business, the axe almost always falls swiftly on the people who do the work, and very rarely on the executives who made bad decisions.

Not negotiable! Why business must negotiate more effectively

Tony Hughes

Most people, in most circumstances, negotiate badly, most of the time. But negotiation skills can be learned. Here's how to negotiate more effectively, whatever the shape or size of your organisation.

The harmful effects of workplace incivility

Quy Huy

Far from being trivial, incivility and low-level unpleasantness in the workplace can have disastrous results. But managers can - and should - do something about it.

How the best company to work for works

Rod Collins

The companies that populate the lists of the best companies to work for all share one thing: they understand that culture as the most important ingredient of their business success.

Leadership and the power of the imagination

Michael Jones

At the core of our existence is a pool of energy that has very little to do with personal identity. This is the world of the imagination, a world in which we play only a small part in the whole marvellous act of creation.

Human Rights: do the diligence

Robert McCorquodale

The need for companies across all industry sectors to do genuine, focused human rights due diligence is becoming ever clearer. This applies both to a company’s own direct activities and within its supply chain.

Weird, rude, or different?

David Livermore

Cross-cultural encounters can sometime be very awkward. Here are a few suggestions for a culturally intelligent way to respond to those difficult cross-cultural situations.

Encouraging others to do what you want

Val Nichols

Having a job title doesn’t make you a leader. If you want other people to follow you, you first have to enlist their support. And that means that you need to build your influencing skills.

Root cause problem-solving

Peter Vajda

For many years, the Japanese have approached the process of problem- solving with a strategy known as "the Five Whys". Peter Vajda explores how this helps us find better solutions.

You can't take the practice out of presenting

Janet Howd

Our fear of giving a presentation often means we perform well below par. But running a marathon scares people too, yet those who try it usually perform well. Why should that be?

Would you follow you?

Val Nichols

If you want to be a leader, a good place to start is by considering what convinces you to follow someone else. The chances are that the factors that carry the greatest weight are ones to do with trust.