We often just assume a high-intensity model of Type A behavior is the natural style for management. But is this really the best way to bring out the best in others? This article first appeared in Harvard Business Review.
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?