By Todd Dewett | Wednesday, March 25, 2015
I don’t care if you’re the smartest small-business owner on the planet, with the best products or services, and cutting-edge technology. I don’t even care if you’ve got a foolproof business model.
You can have all the brainpower and the very best tools and still not compete effectively. That’s because all of those things—products, technologies, and business models—are about potential. They aren’t worth much until they’re used within great business relationships.
By Todd Dewett | Friday, January 23, 2015
One of the most difficult parts of any career is working for someone you don’t like.
Your boss might have impossible standards, play favorites, or be relentlessly negative. In some cases, bosses can be flat-out discriminatory or abusive.
Most people feel they have little to no power to remedy these situations. But they’re wrong. I’m going to give you some tips on how to deal with a difficult boss.
By Todd Dewett | Thursday, January 15, 2015
You’ve heard the saying: People who live in glass houses shouldn’t throw stones. In other words, it’s unwise to criticize others when you, too, are flawed. Many consider this sound advice, but the adage creates a conundrum for people in positions of leadership.
On one hand, holding others accountable is one of the core duties of leadership. It often involves delivering difficult feedback or making difficult decisions such as letting people go. On the other hand, holding people accountable makes everyone want to examine you and your work more critically. The higher you climb the ladder, the more this is true.
To survive life in the glass house—and in fact to be a better manager than you are now—you must develop a few skills that weren’t as critical early in your career. I’m going to tell you what they are and how to get them.
By Todd Dewett | Wednesday, January 07, 2015
It’s ironic that one of the most important life skills—communication—receives so little attention in most educational systems and in the training and development practices inside organizations. We know that higher-quality communication skills are a huge catalyst for higher productivity, yet we don’t seem to invest in this idea properly.
But I have good news: Even if you’ve had little formal education or training in what great communication looks like, you can learn it. In this week’s Management Tips, I’ll show you how to improve your communication skills with great low-cost or free resources, from books to blogs to coaches and beyond.
Plus I’ll share three vital tips you can put to use right now.
By Todd Dewett | Wednesday, December 24, 2014
One of the most difficult things to do is understand how others view your behavior, performance, and character. How accurate is our own self-perception at work?
Psychological research reveals that people never see themselves as others see them. The only question is whether the gap is large or small.
By Todd Dewett | Wednesday, December 17, 2014
Have you ever been sitting in a meeting or having a conversation in the hallway when a horribly negative comment is unexpectedly directed at you or a colleague?
It’s not a rare occurrence, unfortunately. In most cases the reaction this produces is honest, negative, and unproductive—but it doesn’t have to be that way.
In this week’s Management Tips, I’ll help you navigate this tricky situation and give you tips on dealing with negativity at work.
By Todd Dewett | Wednesday, December 10, 2014
Sad but true: We all face ethical dilemmas at work, and have to make decisions that will test our values.
Lots of experts have devised ethical decision-making models to help us, but many are complex or too theoretical.
In this week’s Management Tips, I’ll offer you a simple and practical way to find productive answers the next time you face an ethical dilemma.
By Todd Dewett | Wednesday, December 03, 2014
This week’s Management Tips episode addresses a damaging organizational reality: the Peter Principle.
Named after Laurence J. Peter, coauthor of a popular 1969 management book, the idea suggests that people rise to their level of incompetence.
In other words, successful people are often promoted. But the promotion is based on success in their current role—not necessarily their ability to be successful in the new role. Thus, they often fail in their new position.
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