According to Dan and Chip Heath in their new book, Decisive, narrow framing is the number one villain in bad decisions. ...

Far too many leaders and managers inadvertently do things every day that send the message they distrust even their best people.

Pop quiz: Do you know for a fact the preferred communication style of each of your team members? If no, then you're not as productive as you can be.

In general, I'm not much into etiquette and am a rule-breaker and rebel by nature. But, there's something to be said for common sense when it comes to human nature.

Recently we wrote about how managing for innovation requires balancing four critical factors to produce a highly motivated and creative workforce. Perhaps the most difficult of those balancing acts is ensuring that employees have clear, meaningful goals as well as considerable autonomy in meeting those goals.

It's in the best interest of your VP to find out where he or she can help you navigate challenges that may cause your ship to run aground. But it should be issues where you don't have the muscle to remove the obstacles.

Sometimes a promotion can suddenly change your relationship with co-workers from "peer" to "boss." It's not an uncommon scenario. However, when this happens it often creates an awkward and uncomfortable set of dynamics, and there's no blueprint for how to manage them.

while managers love to engineer reorganizations, most managers (and their people) hate to be reorganized. So before you pull the lever, it will be helpful to ask yourself two questions.

Even though you're the boss, the people on your team don't trust you. They don't. Know why? They don't trust you because they have no idea what to ...

Your team hates you. Really. They do. They hate their boss (you) but they just won't say so because they like getting paid. But when they go home at n...

What causes a team to not trust their leader? You. Yes, you. You're unpredictable and your team doesn't know what to expect from you. But, these are fixable problems.

Even if an organization is able to reorganize in a way that eases out its under-performers, most managers still lack solid hiring skills, and few have a well-developed nose for talent that makes a difference. Here are a few counter-intuitive rules for finding the best talent.

This is a key feature of many bad bosses: they don't know they're bad. In fact, they think they're good, and they think their underlings universally adore them.

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.