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!
Some companies insist that trade shows are hit or miss — but they don’t have to be.
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.
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.”
When you decide to play referee with your team’s disagreement, one of the worst things you can end the argument with is “agreeing to disagree.”
Here are six key documents that project managers and their teams rely on to successfully guide and execute projects
Global teams have the potential to help organizations reach new markets and provide a seamless brand experience for customers across the world. But for global teams to work, team leaders need to make sure all members feel connected and engaged, regardless of their location or culture. From what I’ve seen when advising global teams, the psychological and emotional reaction people experience when participating on these teams can sink its effectiveness.
Realizing your responsibility to lead can be scary, but done right, leadership breaks down to communicating, informing and involving your employees, while never micromanaging them.
There are a number of ways senior leadership can connect and engage with employees beyond the normal flow of executive communications.
Too many leaders avoid making tough calls. In an effort not to upset others or lose status in the eyes of their followers, they concoct sophisticated justifications for putting off difficult decisions, and the delay often does far more damage than whatever fallout they were trying to avoid. In fact, hard decisions often get more complicated when they’re deferred. And as a leader gets more senior, the need to make hard calls only intensifies.
