Leadership & Career

Managing Yourself

May 1, 2004
Prioritize your contacts … Express your confidence …

Helping contingents work well

April 1, 2004
Many managers wince at integrating contingent workers into teams with “real” employees. But there’s no reason why contingent workers should contribute any less to your team’s success than any other employees.

What’s behind your stress?

April 1, 2004
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Your posture: Mom was right

March 1, 2004
“Imagine not being considered for a job as a result of failing to sit or stand up straight,” says image management consultant Judith Rasband. “It happens. Poor posture …. can hinder the message that body image presents.”

Picking the right boss(es)

February 1, 2004
It used to be that one of the easiest paths to career advancement was “picking the right boss.” But today, it’s hard for even the most brilliant and well-meaning managers to guarantee the success of their team members.

Make customer service superior

February 1, 2004
“It’s a fact of business life,” writes professional speaker, consultant, and customer-service expert Peggy Morrow. “To keep your competitive edge, you must be constantly upgrading the quality of the service you offer.” That’s true regardless of what kind of “customer” you have or what kind of “service” you provide.

Overcoming the ‘seven deadly workplace sins’

January 1, 2004
“Working Wounded” columnist Bob Rosner, former Workforce editor Allan Halcrow and cartoonist John Lavin detail in their book Gray Matters: The Workplace Survival Guide “the seven deadly workplace sins” and practical ways to overcome them.

Work Technology: A dog’s-eye view of software upgrades

December 1, 2003
A recent article in Computerworld caught our attention — “All I Know About Software Upgrades I Learned From My Dog.” The author, consultant Rebecca Wettemann of Nucleus Research, discusses the challenges of determining whether an upgrade provides real return on investment — using a metaphor every pet owner can appreciate.

Are you a boss or a buddy?

August 1, 2001
Every manager must decide how much to get involved in employees’ personal lives. Show concern for workers’ personal lives; just don’t get too enmeshed.

How much do you know about what you don’t know?

March 1, 2001
Part of knowledge management is figuring out what your team still needs to learn.