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Jobs’ comment gets at the crux of a central debate in management: whether managers should actually want to be managers or not. Jobs argued the people who were least expecting to be leaders ended ...
Great individual contributors make great managers That’s the first of Jobs’ best management tips: elevating the people to management who perform at the highest levels. “You know who the best ...
Sure, we've all jotted down a list of tasks to do each day, but the more detail you add, the more likely you are to do it, says Alexis Haselberger, a time management and productivity coach in San ...
The book is a result of observations based on 80,000 interviews with managers [3] as conducted by the Gallup Organization in the last 25 years. [when?] The book goes into detail on debunking old myths about management, and gives advice to employers on how to obtain and keep talented people in their organization. [4] Key ideas from the book include:
12: The Elements of Great Managing is a 2006 New York Times bestseller written by Rodd Wagner and James K. Harter. It is the sequel to First, Break All the Rules , although the first book was written by Marcus Buckingham and Curt Coffman.
People motivated by affiliation work best in a group environment, so try to integrate them with a team (versus working alone) whenever possible. They also don't like uncertainty and risk. Therefore, when assigning projects or tasks, save the risky ones for other people. When providing feedback to these people, be personal.
The one where work isn’t about friends It’s irrefutable, Hakim says, that “when we have social connections, at whatever level, we feel happier.” That’s a simple truth.
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