LAST SEPTEMBER, Fast Company published a story that intrigued me just as it should intrigue anyone who has navigated the day-to-day rants and mutterings of co-workers on the job. The title said it all: Do You Have a F*cking Problem With Swearing at Work? The article was filled with a boatload of statistics about how
Category: Leadership & Management
I’VE WORKED with a lot of leaders over the years, and I could go on all day about the various qualities that separated the good from the bad, the great from the awful. But as a story in the Harvard Business Review recently reminded me, there is one critical question that all good leaders get around to asking,
HOW DO LEADERS truly earn the trust of their teams? It’s an interesting question that gets debated over and over, but the formula is not all that hard for any leader embrace. All it takes is a basic focus on treating people the way people want to be treated — and doing the right thing.
WHY DO SO MANY people think that companies only focus on building strong, positive workplace cultures? The fact is, organizations are ALWAYS building their culture — whether they mean to or not. You know what I’m talking about: Those kinds of businesses where workers spend more time yakking about all the bad management and terrible decision making going on
I SUBSCRIBE TO THE OLD ADAGE that there’s nothing new under the sun. But once in awhile even I get gobsmacked (as the British like to say) by a new insight that’s so thoughtful and incisive that it makes up for all the crap that normally passes for management wisdom these days. The insight that grabbed me comes from
A FEW YEARS AGO, I was working as Editor of a fairly well-known talent management magazine and found myself engaged in one of my frequent discussions with the publisher over something. I don’t remember what the subject was, but at some point I said something that seemed to startle my publisher. His face contorted, turned red, and