By Todd Dewett | Friday, September 18, 2015
Your success is about a lot more than just you. You’re born with a particular IQ, personality, family, and so on. And they matter a lot—but so do your choices.
Your choices about goals, friends, and education have a huge impact on your future. In particular, successful people make the choice to find a mentor who can advise and inspire them.
In many ways, a mentor is your life’s biggest accelerator. Mentors take who you are and what you’ve done and help you understand how to multiply what you can accomplish through better decision-making.
Here’s what you need to do to find—and take advantage of—a great mentor.
By Todd Dewett | Friday, September 11, 2015
New managers sometimes make a critical error when they’re first appointed. They fall into one of two camps: those who rattle the cage in order to instill a little fear in others, and those who gush with kindness in an attempt to be well-liked.
Should you create fear, or foster friendship?
Neither! Both leadership styles are unproductive—and there’s a better way.
By Starshine Roshell | Saturday, August 8, 2015
No matter what industry you work in, being the new person is rough. There’s so much to learn, from software to jargon to office politics—even where they keep the notepads.
Of course you’re gonna make mistakes. But you’re not alone.
Below, lynda.com Business authors and staff members share their own embarrassing stories from when they were noobs at work. Read about their bonehead moves, the fallout from them and, most importantly, what they learned as a result.
We hope you’ll learn how not to behave in your first days, weeks, or months at a new job—or at least get a good chuckle.
By Starshine Roshell | Sunday, August 2, 2015
“If only there were another hour in the day …”
We’ve all said it. Now our Productivity experts show you exactly where to find that extra hour a day—60 satisfying minutes that will put some breathing room back into your workday, taking it from utter madness to totally manageable.
By Todd Dewett | Monday, April 20, 2015
Employee engagement matters. It improves morale, productivity, and retention. Stronger engagement means stronger performance.
Many factors influence engagement, including the quality of the leader-follower relationship, trust in management, and the use of recognition and rewards.
Career-development activities—especially training—are another strong and sometimes overlooked contributor to engagement. This is particularly true in the managerial ranks. While we know that management-related training produces better managers, companies still don’t always provide it.
One reason has always been cost, but that simply isn’t an excuse with today’s online learning options. In fact, it’s now possible to add more value than we did back in the classroom—at a fraction of the cost.
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.
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