An excerpt from my new book "The Type B Manager: Leading Successfully in a Type A World," which was published in August by Prentice Hall Press. This chapter discusses managers' needs to find the style that works best for them, while remaining true to their own managerial DNA.
To develop managers, we tend to focus on a relatively predictable skill set. These four less expected, creative approaches can help improve management performance. It's not about sensitivity, it's about productivity.
This is an excerpt from my new book "The Type B Manager: Leading Successfully in a Type A World," which is being published today by Prentice Hall Press. Publishers Weekly has called it "an excellent resource for leaders who don't fit the mold." This section examines the role Type A and Type B personalities can play in managerial performance.
When I was in the corporate world, we had a saying about a certain kind of manager: “He got results, but he left a trail of bodies in his wake.” His (or her) methods were unsound, unsustainable. What are characteristics of sustainable management?
One issue that recurred in literally every employee survey I was involved with over several decades was lack of employee recognition. Providing such recognition should be easy for management, but it isn't. Why is that? I asked readers and received insightful answers.
"How would you experience your actions if you were on the receiving end?" It's a critical question for anyone in a management role to ask himself or herself. A new book explores the role of self-awareness in business leadership.
Having art at work helps build pride in the environment. It shows management cares enough about the employee experience to have a thoughtfully maintained facility that people feel good about working in.
A study from Towers Watson finds that managers and employees have very different perceptions of what constitutes stress at work. Can management effectively address the problem of workplace stress if it doesn't fully understand what the problem is?
A study from the University of British Columbia shows that narcissists do best in job interviews, outperforming "equally qualified candidates who act more modestly." The outgoing, charismatic personalities of narcissists serve them well in an interview setting.
When you think of exceptional leadership, your mind often runs to qualities like charisma, integrity, self-discipline, communication skills and executive presence. I'd argue that part of an obscure native of South America is as important as any of them.
Why are so many employees disengaged? In 6 simple sentences, a book I recently read, "The Art of Engagement," offers as concise and plainspoken a description as I've yet come across of the problems employees face and the challenges management has.