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  SIMPLE THINGS
by Nan S. Russell - Apr, 2011
I still have the email. It's been years since a highly placed corporate boss, who had the reputation and approach that things were never quite good enough, sent it to me. He was long on critique and revisions while short on acknowledgement and appreciation. Anyone else reading his message would deem it ordinary. No flowery words, no glowing adjectives, no verbose flattery or deliberate feel-good rhetoric. It was written in...
 
  Supervisory Skills to Manage College Students
by Marcia Robinson - Apr, 2011
The supervisory skills necessary to manage college students should include skills that engage and motivate this segment of the workforce. Financial pressures or the opportunity to get work experience, often force college students into the workplace before graduation. Knowing how to manage college students at work present unique challenges requiring the following supervisory skills. Supervisors who manage college students n...
 
  Executive Hot Buttons—Press With Caution
by Dawn Lennon - Apr, 2011
It can be stressful at the top where pressure might not bring out our best. Executives are vulnerable all the time to the unexpected. The winds of marketplace change are always in their faces. The potential for bad decisions by managers and misconduct by employees is also ever-present. Although executives can’t escape the unforeseen risks that come with the job, they will often show us how they cope. Making the com...
 
  How Performance Reviews Brand the Reviewer
by Dawn Lennon - Apr, 2011
It's a draw. All the arguments about performance reviews are correct. The process can be fair or unfair, useful or a sham, legitimate or bogus. It all comes down to us-the reviewers. Do you care? For many supervisors, it's about the paper, not the process. We whine about writing comments, deciding on ratings, and holding those dreaded employee review meetings. We forget that performance reviews are about feedbac...
 
  Supervisory Skills to Manage Workplace Bullies
by Marcia Robinson - Apr, 2011
The Workplace Bullying Institute says that 54 million people have experienced bullying in the workplace. The Institute says that all it takes is for one bully to be successful for the patterns and practices of workplace bullying to be established. Since workplace bullying costs businesses in lower productivity, legal fees and settlements for action or inaction by the company, supervisory skills necessary to manage workplace bu...
 
  When Employees Aren't Feelin' It, Try Enchantment, Guy Kawasaki Style
by Dawn Lennon - Apr, 2011
Today, Guy Kawasaki's new book, Enchantment: The Art of Changing Hearts, Minds, and Actions, is released. Guy offered me an advance copy about a month ago with a request to blog about it. I'm so happy I said, "Yes." We really want our jobs to mean something. It's usually the rush more than the money that keeps us showing up every day. When there's nothing to feel no excitement, satisfaction, optimism, or joy we're less...
 
  When the Boss Isn't Cutting It, What's Really Wrong?
by Dawn Lennon - Apr, 2011
It's no fun falling short. Most bosses know when employees don't like or respect them. They often act like they don't notice or are above caring. Who can blame them for needing a coping mechanism? As employees, we often assume our bosses know better-that they are ineffective on purpose. Everyone weighs in on what they believe the boss's defects are: -Poor commu...
 
  Supervisory Skills to Manage Teenagers
by Marcia Robinson - Apr, 2011
Many employers rely on teenage workers for part time help at work. Supervisors who manage teenagers in the workplace understand that to be successful, this group of workers requires special management support. This is especially true for first-time teenage employees. Managers with the right blend of supervisory skills to manage, train and support teenage workers, can realize the benefits of a motivated teenage workforce. Su...
 
  The Citgo Sign
by Suzanne Bates - Apr, 2011
Years ago when I moved to Boston I lived in a lovely old apartment in the Back Bay overlooking the Charles River- a stunning part of the city - safe, walkable and within striking distance of chic boutiques (which at the time I couldn’t afford but window shopping was fun). Two drawbacks to living there - you pay nearly the equivalent of rent to lease a cramped alley parking spot often half a mile away, and there isn’t a gas s...
 
  Emotionally Intelligent Managers as Coach
by Dr. Maynard Brusman - Apr, 2011
Managers determine how people experience work: joy versus despair, enthusiasm versus complaints, and well-being and resilience versus stress. Most managers want to be good at what they do, yet many lack the requisite coaching skills that facilitate positive action and behavior. As a manager who strives to do help employees do great work, you may need to develop your coaching skills. Coaching skills can help you and your peo...
 
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