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We Can Work It Out by Dr. Barton Goldsmith - Nov, 2008 The Beatles were still in their twenties when they wrote “We Can Work It Out,” but somehow they understood that even though resolving issues can be hard, it is better than trashing a business relationship, a job or a deal. Here are ten tips to help you work things out: 1. When you’re having a difficult discussion, put your angry emotions aside. You can’t be logical when you’re mad. If you can’t contain your ire, it may ... |
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Where is the Good People Management?! by John G. Miller - Nov, 2008 One of the many Miller daughters is now a barista with a large coffee house chain. What a fine organization they are. Great benefits. Decent pay. Good work environment. Fun culture. The company is successful beyond the founder's wildest dreams, I'm sure. But none of that matters to a teenager working her first job and experiencing her first boss. High school senior, Molly, came to work on a Tuesday at 3:30pm, expectin... |
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The Art of Professional Growth Counseling by Joe Giordano - Nov, 2008 Professional growth counseling is the act of planning for the accomplishment of individual and professional goals within your organization. It is the cornerstone of succession planning and staff development and the key to ensuring the future success of your company. Professional growth counseling is a shared effort that involves managers and their direct reports jointly committing to performance related self-improvement. Ma... |
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Intentional Inclusion by Dr. Linda Burrs - Nov, 2008 If leaders are not intentionally creating cultures of inclusion, then by default, they are creating cultures of exclusion. For years the term diversity seems to have taken the brunt of everything that is not good about working in organizations. The misinformation and disinformation attached to the word diversity are extraordinary. Diversity has been substituted for affirmative action, EEOC, artificial quotas and the cause of u... |
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So You Were Wrong by Nan S. Russell - Nov, 2008 I once worked for a boss who was never wrong, never made a mistake or a bad decision. All you had to do was ask him. To his staff he was Teflon-man. Nothing stuck to him and everything came sliding toward us. Accountability was not a concept he practiced unless things turned out well and then, he claimed the credit. But if they didn't, he immediately embarked on endeavors to identify someone responsible. Being called to his... |
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Six Musts For The New Manager by Alexandra Levit - Nov, 2008 In the past, becoming a boss for the first time was a rough transition. You were expected to take the reins with no training or preparation whatsoever, and your team would suffer the consequences. Fortunately, in the twenty-first century, it seems that organizations have woken up and realized that poor supervisor/employee relationships are a major barrier to retention, and you will likely be signed up for a leadership develop... |
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Myopia on Wall Street and Congress - And The CEO Compensation Pay Puzzle by Eva Jenkins - Oct, 2008 Million-dollar compensation packages for financial CEO’s with poor performance records that will be paid due to loopholes in the Congressional bailout of Wall Street are a waste of money and human capital. CEO’s who are walking away from the Wall Street meltdown are being rewarded with million-dollar compensation packages while the American taxpayer shoulders the financial responsibility of protecting companies, workers, an... |
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Calling All Leaders: Your Time Is Now by Liz Bywater, PhD - Oct, 2008 From the White House to the boardroom, our nation has never been in greater need of strong, reliable, get-the-job-done leadership. Faced with a financial crisis of historic proportions, an increasingly heated presidential race, and a host of domestic and international uncertainties, now is the time for our best leaders to reveal themselves. But how are we to recognize strong leadership in trying times? To be sure, ther... |
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When Bad Bosses Happen To Good Employees by Jeanne Knight - Oct, 2008 Chances are good that at some point in your career you will intersect with a bad boss. From middle management to CEOs, bosses who lack managerial, communication, and/or people skills exist in every level of business. Further, in these times when companies are driven by a challenging economy to run leaner operations, pressure can push even good bosses to stress-induced behaviors that create a poor working environment. There’... |
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As If They Were You by Nan S. Russell - Aug, 2008 "Treat everybody else as if they were you." These words gave me pause. I wonder what it would be like if we each did what this "unknown author" is advocating? Would she still have abandoned her station at the airport fast food restaurant to get a fork and share a pastry with her friend while her customers waited if she followed this adage? Would he still have sat by the window of the plane with his feet on the seat and kne... |
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