Setting expectations is one of the basic fundamentals of management; yet, many managers fail to do this very important step effectively. Setting expectations first requires planning. The more time you invest on the front end, the more effective your team will be when it is in operations mode. The second component of setting expectations requires communication skills. Continue reading
Tag Archives: Organizational change
Climbing the Five Steps to Leadership
If you’re looking for a clear picture of leadership, consultant John C. Maxwell believes he has one. It’s the one he has been asked to present most frequently, in arenas from the U.S. Military Academy at West Point, to Microsoft’s headquarters, and in countries on six continents. He portrays leadership in terms of five levels that we can progress through as we develop. Continue reading
A better way to resolve business conflicts
Written by Anoop Sagoo, Jeremy Oates & Mary Lacity
Having a realistic perspective that life is not perfect is a good thing—whether you’re a service provider or a client. The ability to settle the smaller issues promptly and productively lays the groundwork for dealing with more serious, potentially deal-breaking problems that may arise down the road.
The number of strategic alliances across most industries, for example, has grown steadily over the past decade.
And a recent study has shown that 60 percent of companies worldwide now deploy outsourcing as a standard practice; an additional 19 percent say outsourcing is definitely in their future. Continue reading
10 Things Leaders Should Never Do
written by Steve Tobak
What causes executives and business leaders with great potential to self-destruct? Their own behavior.
If you ask 10 CEOs, board directors, and VCs about the most preventable causes of failure for executives and business leaders, you’ll probably get 10 different answers. Most will focus on lack of skills, capabilities, or experience. Continue reading
The Curse of the B Team
by John Beeson
You’ve just walked out of your boss’s office after a talent review session. At the end of the meeting, you received a clear message: although your organization is performing well, your boss believes you have a “B team” with no clear successor to your position — and you’re expected to do something about it. But what isn’t immediately clear. Continue reading