Say These 7 Words When Employees Bring You Their Problems

Imagine that one of your employees walks into your office and says “Boss, we’ve got a huge problem with the ACME account; they’re angry and I think we might lose their business!” This is one of those situations that rightly spikes a leader’s blood pressure. But as much as the wrong response risks losing the ACME account, the wrong response also risks ruining the effectiveness, accountability and future growth of your employee. So, in responding to the problem our employee just brought us, we’ve got a few different options, from worst to best.

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A Case For a Strong Process Culture

Increasingly, companies are recognizing that by creating and maintaining a culture of continuous process improvement, they can fuel efficiency, engagement and innovation in the workplace. Just as importantly, a process improvement culture can set the stage for greater profitability and corporate growth.

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Does Your Workplace Fuel Courage Or Fear? 6 Ways To Create Psychological Safety

If you’ve ever had a boss who was more worried about protecting their position and avoiding all risk than in supporting new ideas or forging new ground, you’ll know how demoralizing it can be.

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6 Income Generating Activities That Are a Good Use of Your Time

Do you want to know the number one secret to good time management skills? It’s focusing your time on income producing activities. The problem is most people don’t know what those are!

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Three Tips To Help Engineers Be More Customer-Centric

Modern companies often strive to be more customer-centric. The more aware you are of customer needs and the more empathy you have toward their motivations, the easier it is to build a great product.

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Being the Boss in Brussels, Boston, and Beijing

Cultural differences in leadership styles often create unexpected misunderstandings. Americans, for example, are used to thinking of the Japanese as hierarchical while considering themselves egalitarian. Yet the Japanese find Americans confusing to deal with. Although American bosses are outwardly egalitarian—encouraging subordinates to use first names and to speak up in meetings—they seem to the Japanese to be extremely autocratic in the way they make decisions. As a Japanese manager living in the United States and working for Mitsubishi put it: “I couldn’t figure out how to adapt my approach from one day to the next, because the culture was so contradictory and puzzling.”

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