Start-up employees have a different psychology and motivation than those in established firms. Joining (or founding) a start-up is an act of faith -- the conviction that an idea eventually can become a sustained commercial success.

In my years of consulting, I've found that there is a disconnect between stated priorities and the actual allocation of managerial time, and often happens without the manager even realizing it.

Have you ever wondered why mission, vision, or value statements are needed in the first place? After all, nobody wants to get involved with a company that lies, cheats, and tricks its customers.

Have you ever been in an organization where communication was not an issue? If so, you're the exception rather than the rule.

Many people feel a tension between their jobs and their lives. But what can managers do to blur the self-imposed distinction between the workweek and the weekend?