The law of diminishing returns states that at a certain point adding more effort will not produce significantly more gains. The challenge is knowing when you've reached that point.

What if beating the competition was no longer the most significant key to success? How could we turn off our competitive nature, or use it only at the right times?

What many leaders don't understand is that they have a responsibility to do what's best for people who did not elect or support them, but whom they represent anyway.

Whether you are a subordinate or a manager, the key is to take some sort of action to increase the candor and flow of dialogue in your organization.

There are three areas where improved "questioning" can strengthen managerial effectiveness, and it might be worth considering how you can improve your skills in each one.