Related Content
 |
Becoming a Charismatic Leader Charismatic leaders can accomplish some things that may be more difficult for leaders who aren’t charismatic: They can sell the vision in a way that makes people buy into the possibilities. They can inspire people to do their best and thereby achieve results that other leadership styles can’t do as readily. |
|
 |
The Spectrum of Negotiation: Using the Right Skills for the Context Negotiation occurs on a spectrum, and different tactics apply in different situations. For instance, you’d treat a one-time transaction differently from an ongoing client relationship you want to nurture. Have you developed effective negotiating skills? Are you applying negotiating skills appropriate for the context? |
|
 |
Recognizing and Reversing a Culture of Blame A culture of blame is one in which people are reluctant to accept responsibility for things that go wrong. Finger-pointing becomes an automatic response. It's nearly impossible for one person to reverse a culture of blame alone, but it is possible to demonstrate on a small scale what appropriate behavior looks like. |
|
 |
The Difference between Groups and Teams Have you thought about what makes a team versus just a group of people working on the same thing? The difference is not purely semantics; it's a question of goals. A group is some individuals working together to get something done, while a team shares the same purpose. Do you share values and a mission with your team? |
|
 |
How to Dissuade Your Boss from Making a Bad Decision If your boss is about to make a decision that you think is a bad one, it's important to be mindful of how you address your concerns. Even if all your points are valid, if you make them in a brash or condescending manner, it won't matter. Here are some tips for dissuading your boss from a bad choice in an effective way. |
|
 |
For Distributed Team Success, Think Differently about When For distributed teams, activities usually get scheduled based on constraints such as availability and time zone, but people don’t often take into account when the most effective time to meet would be. Neglecting people’s work tendencies and schedule preferences could make it harder for the team to be successful. |
|
 |
Handling the Emotional Turmoil of Organizational Change Chaos, confusion, and emotional turmoil are not unusual during major organizational change. Nevertheless, even people at the top sometimes minimize the impact of the change on employees—and on themselves. Worse, they sometimes do so dismissively. It's important not to underestimate the challenge of managing change. |
|
 |
How Face-to-Face Meetings Can Heal Team Conflicts When distributed teams have a conflict, it's easy for one team to place the blame entirely on the other and even start to think of them as disagreeable, incompetent, and worse. This fault-finding can be especially bad when the parties have never met. Face-to-face meetings can make all the difference in improving trust. |
