Category: Management/Leadership
The Myth of Constructive Criticism
It can be constructive or it can be criticism, but calling something both is a cop-out One of the great myths of modern pop communication is the notion that it’s possible to criticize someone — even bully them, provided we…
A Simple Reality Based Method For Defining Personal and Corporate Values
Both Ends Exercise To Nail Down Meaning Of Specific Values Editor’s Note: In part I of this series we discussed the importance of congruency between espoused and enacted values and beliefs, and the problems that arise as the gap between…
Stamping Out Blame: What Managers And Leaders Can DO!
Conflict Management And Resolution Series: #2 Stamping Out Blame: What Can Leaders And Managers DO? (Part 2 of 2) Note: In Part 1, we talked about how important it is to move away from a blaming culture, which is prevalent…
Kill Blame In Your Organization, Switch To Problem-Solving Part 1
Conflict Management And Resolution Series: #1 Exorcise Blame In Your Company (Part 1) In this two part article, which is a part of our new series on managing and resolving conflict, we look at how leaders can move their organizations…
10 Ways To Modernize Performance Reviews & Performance Management
Despite all the technological innovations, and shifts in THINKING about employee performance, how to measure it, and how to evaluate it, performance management and appraisal still has both feet firmly planted in a manufacturing and production mindset. The problem is…
Ignoring The Law of Unintended Consequences — Common Managerial Mistakes Series
Even the most experienced managers, supervisors, or executives forget about the Law of Unintended Consequences, which says that for every change or action, there are both positive consequences (which, obviously the manager wants), and negative unintended consequences (which the manager doesn’t…
