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  The Unspoken Taboos of Leadership: Charisma
by Dr. Maynard Brusman - Jul, 2007
“Experiencing taboos is part of what makes us human. Understanding taboos is part of what makes us wise.” —Anthony F. Smith, The Taboos of Leadership, Jossey-Bass, 2007 Leadership is messy. It’s a contact sport, and people get hurt. Resentments escalate and lead to sabotage and misuse of power. Leadership is not for everyone, nor should it be. On the other hand, if up-and-coming leaders see only strife and misery among...
  The Business Case for Career Development
by Dan King - Jul, 2007
If you’re not talking with your people about their careers, you can bet somebody else probably is. In today’s workplace, your top performers are the very ones that are most marketable to the outside. They are poised to be prime targets for headhunters in this rebounding economy -- and there will be plenty of organizations ready and willing to lure them away when the time is right. So if you’re waiting for the annual perfo...
  Ask Positive Questions to Find Your Group’s Strength and Provoke Positive Change
by Beverly Jones - Jun, 2007
Management guru Peter Drucker wrote repeatedly that a manager's task is to make the strengths of people effective and their weakness irrelevant. When employees’ strengths are understood and well aligned, he said, weaknesses won’t matter so much. Research demonstrates that on this point – as on so many others -- Drucker was absolutely right. Managers can often improve productivity by worrying less about how to correct weakn...
  Don’t Let Your Email Drive You Crazy!
by Beverly Jones - Jun, 2007
Email overload is an issue for a growing number of knowledge workers. For many, the challenge may simply be to develop habits and techniques that allow us to communicate a little more effectively in a little less time, with a bit less stress. In some cases, however, the crushing weight of email, phone mail and other constant demands may lead to a kind of neurological breakdown. Dr. Edward M. Hallowell, a psychiatrist and...
  Focusing on the Basics Can Help You to Run Meetings That Work
by Beverly Jones - Jun, 2007
The meetings that shape our professional lives typically bring people together for some kind of collaborative work process. They are important because they provide an opportunity for various players to ask questions, to brainstorm, and to share expertise and perspective. They keep projects moving forward and they also provide a forum where people can raise problems, discuss issues and clarify misunderstandings. Good meetin...
  After the Job is Won
by Jim Borland, Ph.D. - Jun, 2007
One key feature of The Five O’Clock Club outplacement program is that our service is available for one year, allowing clients to continue to see their coach at no charge to them even after they have been placed. While many self-paying clients will recognize issues with the “on-boarding” process, the majority feel that, since they have had a successful career, they know how to “do the job” once they land it. The first chall...
  Handling Conflict at Work: The Law Firm Example
by Jim Borland, Ph.D. - Jun, 2007
The opportunity to prepare an article for the newsletter of The New York Chapter of The Association for Legal Administrators gave me a chance to reflect on a specific example of conflict. Since the points are valid in other industries, I wanted to share a shortened version with you.... Is there such a thing as a workplace without conflict? Probably not. Every work situation that involves two or more people will experience c...
  The End of One Journey to the Start of Another: Beginning the New Job
by Jim Borland, Ph.D. - Jun, 2007
One of the most important things I have learned in over ten years of working at G&S from my colleague Fred Ball is the importance of helping our clients plan and execute their entry into the new position. Fred’s belief that coaching at the end of the outplacement process must continue into a new company is a contrast to the behavioral health model I had been taught at my previous firm, where a client who “graduated” was assum...
  Good Boss, Bad Boss: 20 Bad Habits Leaders Should Stop Doing Now
by Dr. Maynard Brusman - May, 2007
“We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I have met don’t need to learn what to do. They need to learn what to stop.” — Management expert Peter Drucker, as quoted by Marshall Goldsmith in What Got You Here Won’t Get You There, 2007 Almost all of us delude ourselves about our workplace achievements, status and contributions. This isn’t...
  Great Expectations: The Boss/Direct Report Tango
by Dr. Maynard Brusman - May, 2007
What should a leader expect from a direct report, and what can the latter expect from the leader in return? When both parties have clear expectations, the relationship is smooth like a tango. If one person gets out of step, however, the ensuing relationship makes for discord. While much has been written about what makes a great leader, there is little discussion about the relationship dynamics between a leader and a dire...
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