The need to have the last word is more about winning a battle than solving a problem, writes Molly Page. This victory is actually a destructive practice that replaces listening to and learning from other viewpoints, she argues.
Sometimes a company promotes a new layer of management over an employee, and this process of leveling can leave the affected employees feeling resentful if not handled well, writes Ed Batista. The transition will be smoother if you address employees with appreciation for the work they do and show them what their role will be and what will change about their job.
Many businesses spend wastefully on overly complex software that provides unnecessary or redundant services or creates outdated data, says Dave McComb, an IT consultant and author. "I'm trying to get people angry, to get them to realize they're spending 10 to 100 times more than they ought to be," says McComb.
Front CEO Mathilde Collin schedules her entire week ahead of time, makes it publicly viewable and analyzes the results so she can make improvements. "You have to make sure you're not spending your entire week doing things, otherwise you never have freedom to think about spending time on the right things," she says.
A cancer diagnosis taught Paula Schneider that everyday mishaps aren't worth expending valuable energy. "I can have fires burning all around me, and I will stay perfectly calm," says Schneider, who ran American Apparel and is CEO of the Susan G. Komen foundation.
Leaders have to do a lot of talking, but they need to remember when to stop and listen, writes Peter Tourian, CEO of SYNERGY HomeCare. Otherwise, they'll miss out on valuable insight from customers, employees and other stakeholders about how to improve their business, he writes.
Johannesburg offers many interesting attractions for visitors seeking to explore the cultural side of South Africa's capital city. Travelers can buy crafts from artists at Arts on Main in the Maboneng arts district, learn about apartheid at The Apartheid Museum and tour important sites in Nelson Mandela's life.
Seemingly endless debates can sometimes be solved by
grabbing a marker and whiteboard, writes Art Petty. He describes one situation where "the work of drawing and striving to comprehend the visual representation of the strategy brought everyone in the room together and achieved a form of parallel processing and talking."
You can get more done if you prepare your schedule the night before, tackle one task at a time and debrief at day's end, writes Julie Winkle Giulioni. Writing down what you've accomplished "allows you to evaluate your results, determine what's working and what's not, and recalibrate your efforts," she writes.
The STAR process can improve feedback delivery and candidate interviews because it starts by establishing a workplace situation, describes what someone did or didn't do in response and shares the outcome, Bruce Court writes. "You can't take the bias out of the person, but by following the STARs you can take the bias out of the process," he argues.