Despite the recession, CEOs continue to pay themselves vast sums while expecting others to suffer - with those CEOs who slashed their workforces the deepest earning the most. As a new report puts it, "CEOs laid off thousands while raking in millions."
How do you encourage the transfer of knowledge within and across an organisation? Or, to put it another way, what are you learning on a day-to-day basis about how you conduct your business - and how are you passing this experience on to others?
It's understandable that organisations are trying to jump on the social networking bandwagon and an internal blog seems an obvious place to start. But it's easy to get it wrong and end up broadcasting messages that alienate employees rather than resonate with them
Poor management practices lie at the heart of the Gulf of Mexico oil disaster. And as with the global financial crisis, it seems that both the regulators and management were unclear about their roles or even about who was meant to be in charge.
Barely a month goes by without some new corporate scandal breaking across the media. But do the executives of these companies think that people will not find out what they have been up to? And from a leadership perspective, what type of culture does such behavior engender within an organization?
What have organisations learnt from the economic crisis about getting the best out of their people? Two contrasting examples suggest that while some have learned a lot, others are stuck in the same old rut.
We use metaphors in every conversation we have. But there may be more to them than we think. Metaphors can often hide deeper feelings and thoughts. If the issue is really important to us, what's behind these metaphors needs to be understood.
If you fancy yourself as a bit of a multi-tasker, I've got news for you. When you multitask, you might think you're doing a lot of work, but you're not doing most (or any) of it well. Why? Because the brain can only concentrate on one task at a time.
You can try whatever gimmicks you like to try to get staff to provide excellent customer service. But good service starts with good management. Unless managers treat their staff the way they want their staff to treat their customers, they'll never get good service results.
The recession we find ourselves in now was inevitable and it has been brewing for the last 15 years. Why? Because investing has been replaced by short-term trading and the interests of shareholders and staff have been placed above those of other stakeholders.
He lets others take the limelight. He encourages his people to make decisions. He delegates. He asks for others' opinions before giving his own. Sounds like great leadership to me. So why are so many people sniping at James L. Jones, President Obama's national security advisor?
Relationships with a new boss do not start with a blank slate. They are very much influenced by the quality of the relationship with the previous boss and employee expectations of the relationship they are likely to have with the new incumbent.
Trust is a critical resource at the moment. But it is all too easy to forget that while trust takes a long time to build, the balance can be quickly depleted with just one careless withdrawal.
A strange phenomenon has arisen as a result of the recession. Because it's the most successful companies which seem to be the ones needing to make the most radical changes in their thinking in order to weather the storm.
Much of the focus over the election of Barack Obama has been the hope for change that he represents. But for managers, there has also been a great lesson to learn from the smooth transition of power from the outgoing to the incoming president.
The financial crisis and the ever-increasing rate of unemployment highlights the need to foster creativity and innovation. But before you expect employees to be innovative, managers have develop their own creative mindsets.
When they're confronted by a downturn, business leaders all tend to take the same short-term, top-down approaches. But in the longer term, they don't work. So how about taking some really tough decisions - like asking the people who work for you what they would do to get out of this mess?
Before they stepped into their private jets to fly to Washington and beg for billions from the public purse, perhaps the CEOs of Ford, GM and Chrysler should have realized that first impressions matter.
What gets rewarded usually gets done. So, when CEOs earn more than 364 times the pay of the average worker, it's only natural they will focus almost exclusively on short term, bottom-line results. There has to be a better way. So what is the appropriate way to pay a CEO?
All the discussion about how companies, particularly financial organisations, are regulated seems to be ignoring one glaring structural weakness. That is the erosion of the boundaries between a company's board and its management – between its leadership and management.
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