The COVID crisis throws into relief what happens when grief has—quite literally—nowhere to go. The evidence suggests that most people summon strengths that surpass their own expectations.
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What works and what doesn't in the workplace
Teachers will be facing a complex, hazardous environment. "Open the schools!" is not a strategy to address it.
The answer is hardly anyone. Virginia recently became the first state to begin to create coronavirus workplace safety rules.
A recent workforce survey paints a complicated, none-too-optimistic picture.
Amid the rush to reopen the coronavirus economy is a marked lack of empathy for those actually asked to do it.
What's good enough one day may not be good enough the next. Lack of management consistency is stressful and demoralizing.
Managing remotely is always challenging, even more so in periods of disconnection. Here are five best practices for remote management.
A time-tested and widely used resource to reduce anxiety lies deep within all of us: our own breathing.
Managers are taught (and need) to exert plenty of control. But too much control also stifles creativity.
Handling stress productively can be a management challenge. Sometimes, 15 seconds is all it takes to demoralize someone.
It's easy to not listen closely, but it's also not good management. Three reasons why mindful listening makes excellent business sense.
In management, an important component of how you view the working world is how you view yourself. How cognizant are you of the messages you're sending?
When management relies too much on digital communication, valuable in-person dialogue suffers.
Of the many benefits mindfulness offers management, reducing stress may well be the most substantial.
From reducing stress and increasing empathy to improving conflict resolution and decision making, the practice of mindfulness can be a powerful asset to management.
Failure can be a powerful teacher. In business, failure and successful innovation often go hand-in-hand.
Sixty-three percent of survey respondents who witnessed behavior at work that was disruptive to culture, productivity, or the business didn't report it.
Small things make a big difference in how an employee responds to management. It's not a question of being "nice." It's a question of being effective.
Effective managers not only communicate well, they also take the time to keep their team connected, no matter where they may be.
Organizations in a "lean mode" often do well. But what about the people at those companies?
Hint: What's the most important work relationship?
While positive productive relationships with employees are beneficial to management, becoming too close may cause problems.
Management stress is often transferred, meaning that managers who feel stress acutely tend to pass it on to their employees.
Anything that makes managers more attuned to those around them, including the employees they manage, should have positive implications for their management.
A move into management can pose delicate relationship challenges. Here are 5 practical tips to make the transition successful.
Despite their importance to an organization, new managers are often thrown into a job with little or no training.
A bad boss can make even a good job a misery. Three constructive steps to try to help a bad management relationship.
Thoughtful management listening can lead to gains in employee engagement and productivity.
Managers are often taken by surprise and have no clue how to react in these situations. (I know I didn't.) Some helpful, practical counsel.
New research shows that 47% of Americans didn't take all their vacation time last year. The increasingly stressful demands of work are making us "vacation-phobic."
"I'm not being listened to." "My opinions don't matter." When employees start to feel this way, it's a good bet there are problems ahead for management.
Victor Lipman is author of The Type B Manager: Leading Successfully in a Type A World. His online courses on Udemy are "The Manager's Mindset" and "How to Manage Difficult Employees."