Many employees, regardless if they hold an executive, middle management or assistant job assume that all they have to do to get promoted is work hard, be loyal and have the appropriate qualifications; in short, they behave as if promotions were automatic.
Even with the enormous amount of attention on transgender issues, most people fail to realize that the transgender community has no legal protections against workplace discrimination, even though the problems are so rampant.
Yes, there really are only five things you need to do to build a terrific team. Hundreds of management experts will posit as many theories, but no matter the thoughtful insights and creative infographs, in my 30 years working with high-performing teams I consistently see five actions that matter:
Clearly many people turn to the spa industry in hopes of providing their loved ones with a memorable experience. But in the past several years many high-end spas have been plagued with reports of service that is less than stellar.
Today, their stereotypical role focuses on constraint, control, order, diligence, and sticking with the common assumptions that have long guided how we work. Instead, managers must heed the word of the band Prodigy to become "fire-starters."
Organizational culture is dynamic. As the centerpiece of culture among your organization's workforce, you can make a tremendous impact. Start with yourself, and take time in selecting and nurturing your freelance workforce. Above all else -- remember that talent is not expendable, in-house or not.
Do you supervise individuals that would describe themselves as an introvert? In many cases, we hold misconceptions about introversion, which can lead to ill-fated supervisory decisions. I'd like to point you in the right direction.
Whether they realize it or not, people have two to three preferred learning styles. Think about it; when you have to learn something new, do you prefer to hear it, read it or touch it physically? Do you naturally make up songs about things?
Many helicopter bosses feel the need to hover in order to monitor efficiency, or to keep things on track, especially if an employee has erred in the past. But most micromanagers do so out of a need for control that often has more to do with them than the performance of their employees.
A great sales leader who is highly-desired has mastered the art, delivered the numbers and brought out the best in their people. Investing in people does not mean leaders are "soft" and won't get results. It is quite the opposite.
Who among us hasn't made critical remarks on the way home from a holiday party? At home, we thank our spouse for making dinner but quickly note that the meat was overcooked. And we've all observed the "I couldn't do it, but I insist my kid do it perfectly" parents.