Few people enjoy meetings, often dreading them as unavoidable time-wasters. They’re probably right. Business analyst firm McKinsey and Co. argues that meetings “take up an inordinate amount of time but yield little benefit.” It says that most organizations host too many meetings that last too long, involve too many people, and don’t end with clear action steps – all of which contribute to ineffective meetings that cost too much to host and waste so much time they actually put attendees to sleep – as much as 39% of the time, apparently!
We often recognize great leaders for specific achievements, but great leadership is always built on good habits exercised day after day after day. Here are 20 such habits that characterize successful leaders.
U.S. companies spend $14 billion annually on leadership development – but that money isn’t distributed evenly. In fact, more than a quarter (26%) of HR executives say they have no training budget at all, according to ResearchNow. That leaves employees, managers and executives who would like to advance their own careers and skills to their own devices.
In any workplace, many different people come together to work as a team. A crucial aspect of smart recruiting is making sure you find job candidates who will work well within your company’s culture and with your company’s existing team. Even so, you’re still going to end up with many different personality types working together. How do you manage different personalities most effectively?
How businesses navigate crisis events can determine whether the business lives or dies. Whether you must steer your business through a financial meltdown, like the 2008 recession; the breakdown of a brand, like after a product recall; or even outright disaster scenarios, like Hurricane Katrina or the September 11 attacks, the burden is on business leaders to set course and sail through such dangerous times. Here’s how.
Terminating an employee is terrible, no matter the circumstances or people involved. Whether you’re firing with cause or laying off due to downsizing, we have some guidelines for handling the unfortunate event with grace. They’ll never be easy, but they can at least be professionally handled.
Providing feedback is a necessary, unavoidable and often thankless part of managing people. It’s easy when all you need to say is “good job”! But what about delivering criticism after mistakes or poor work? How do you deliver constructive criticism in ways that won’t upset more sensitive workers?
U.S. companies spend $14 billion annually on leadership development – and yet one in three executives admit that they have failed to exploit business opportunities because they lacked leaders with the right capabilities. What’s going on here?