More reason to prevent race bias: Courts open new avenue for claims

• August 01, 2000

Jackie Lauture, an African-American, was an at-will employee at IBM for 16 years before she was fired for poor performance. She sued for race discrimination ...

Show real empathy, not fake concern

• July 01, 2000

Most employees see through a boss who communicates like an actor playing a role. If you seem canned, you’ll lose chances to build rapport and credibility

Briefing the boss: Make every word count

• July 01, 2000

When you’re asked to “report back,” deliver a tidy, easy-to-follow summary.

Handle moody employees

• July 01, 2000

Everyone has bad days. But a moody person may brood so much that it brings the whole team down.

Use ‘expectations list’ when you delegate

• July 01, 2000

When dishing out assignments, don’t just explain the job and walk away.

Your guilt-trip guide to managing

• June 01, 2000

You rarely hear about one of the most powerful motivators: guilt.

Padding your reasons for firing can build case against you

• June 01, 2000

Daniel McInnis was a full-time instructor until the new college president opted not to renew his contract. The president gave two reasons. But in his zeal to justify...

Strike the nurturer-disciplinarian balance

• May 01, 2000

It’s not easy straddling the line between disciplining employees and nurturing them.

Firing can’t masquerade as a one-person rif

• April 01, 2000

Elizabeth Bellaver, a manager at a manufacturing plant, consistently earned excellent job evaluations. But her supervisor noted problems with her ...

Monkey see, monkey do

• February 01, 2000

Most management books say you should model the behavior you want from your employees. That’s good advice—sometimes.

Nail down the problem

• November 01, 1999

When an employee comes to you with a problem, put it in perspective before you scurry to solve it.

Wear the boss’ shoes

• September 01, 1999

You assume you know what it takes to get ahead at your organization. So you dress for success, document all your decisions in detail and attend all company functions...

I’m going to write you up …

• August 01, 1999

Laura learned that one of her employees had said, “Laura is really screwing us. She’s a liar. Let’s go over her head.”

When it’s wise to bend the rules

• July 01, 1999

You know the rules and you try to obey them. But company policies and procedures can sometimes suffocate your team.

Convincing management to create a new position

• May 01, 1999

Q. I’m an administrative assistant at a fast-growing firm. Our office could benefit by hiring a junior marketer to help our one overworked salesman. I’m...

Accused of stealing ideas and brown-nosing

• April 01, 1999

Q. I attended a “lunch and learn” session with our CEO. During the Q&A, I proposed an idea for increasing our market share. The CEO seemed pleased and said...

Managing a ‘Teflon Boss’

• February 01, 1999

Like Teflon, some bosses never have anything bad stick to them. Despite abortive projects and unmet commitments, they survive.

Respond to Excuses With Force

• January 01, 1999

Warning: The way you respond to your employees’ excuses may actually encourage them to feed you more excuses. If you readily accept their reasons for being late,...

Set an example of fairness

• December 01, 1998

Your employees look to you to set ground rules on effective communication.

Poison ivy not FMLA-protected leave

• December 01, 1998

Scratch poison ivy from the list of “serious illnesses” that qualify under the Family and Medical Leave Act.