Harvard Business Publishing

At a bank that had recently doubled in size as the result of a merger, Jackie prepared to review Ross, one of her new reports. Through the grapevine, Jackie had heard that Ross was a skilled auditor but that he tended to talk down to others, a trait that especially rankled with the managers of the departments he audited. She also heard that he was quick to challenge feedback that didn't square with his high opinion of himself. It seemed that none of his former managers had ever spoken to Ross about his manner. They preferred to avoid the confrontation. Jackie preferred to avoid confrontation, too. But she took seriously her responsibility to develop her employees. If Ross wanted to move up, he needed to communicate more tactfully and positively with colleagues. She was giving him a solid salary increase, but he would receive fewer "excellent" ratings on his review... Keep Reading »

One of your direct reports walks into your office looking for help: the rollout of the new line of Web-based products she is managing is falling behind schedule. All the prototypes have been created and beta tested, but she is having trouble getting final sign-off from the VP of IT. Deadlines have come and gone, and no amount of reminding or cajoling will get him to focus on her project. As her manager, what should you do? If your first instinct is to suggest a solution, think again. Although providing employees with answers to their problems often may be the most efficient way to get things done, the short-term gain is overshadowed by long-term costs. By taking the expedient route, you impede direct reports' development, cheat yourself of access to some potentially fresh and powerful ideas, and place an undue burden on your own shoulders. When faced with an employee's... Keep Reading »

Fundamentally, feedback is a good thing. For managers, it's an important tool for shaping behaviors and fostering learning that will drive better performance. For their direct reports, it's an opportunity for development and career growth. Why, then, is it so problematic? Most managers say they dislike giving feedback and don't think it's as effective as it could be. Those on the receiving end say they don't get enough feedback they can actually use. Many reasons account for this disconnect. Strong emotions on both sides, a focus on character rather than on behavior, and a lack of clarity about what needs to change and why are just a few of the factors that can undermine a feedback session, write Mark D. Cannon and Robert Witherspoon in an Academy of Management Executive article. What can a manager do to improve feedback? Focus on business outcomes Business outcomes should be your starting place... Keep Reading »

A manager's job is, quite simply, to motivate people toward achieving a common goal. Succeeding at this job requires an array of communication skills, ranging from delivering a prepared talk to helping team members negotiate the best way to move ahead on a project. No communication skill, however, is more critical to the manager than the ability to frame an issue effectively. What exactly does it mean to "frame" or "reframe" an issue? Think about the metaphor behind the concept. A frame focuses attention on the painting it surrounds. Different frames draw out different aspects of the work. Putting a painting in a red frame brings out the red in the work; putting the same painting in a blue frame brings out the blue. How someone frames an issue influences how others see it and focuses their attention on particular aspects of it. Framing is the essence of targeting a... Keep Reading »

Most organizations fail. The vast majority of new restaurants don't survive two years. Over 90% of the car companies that existed in the early 1900s were gone by the 1940s. At least a few of today's most successful enterprises appear to be going down the same path. Examples abound of how success creates size, market power, and an entitlement culture, all of which, in turn, create an inward focus, a lack of understanding of external reality, and a total lack of urgency to correct the problem. A Dangerous Complacency In the supermarket business, one regional chain was the very first in its geographical area to offer a broad selection of packaged goods, meat, and produce, all with a level of service found only in its best smaller competitors. Customers loved it. As a result, over 40 years the chain grew from two stores to 62. The size of each new... Keep Reading »

A noted authority on leadership with more than 25 books to his name, Warren G. Bennis is University Professor and Distinguished Professor of Business Administration at the University of Southern California's Marshall School of Business, and founding chairman of the school's Leadership Institute. His most recent book is Judgment: How Winning Leaders Make Great Calls, coauthored with Noel M.Tichy (Penguin Group, 2007). Bennis began examining the nature of leadership more than 50 years ago when he was one of the youngest U.S. infantry commanders fighting in Germany, service for which he was decorated with the Bronze Star and Purple Heart. He and I spoke in 2006 about the mistakes and missteps that plague newly appointed leaders and how to avoid them. Here is an edited record of our conversation. — Christina Bielaszka-DuVernay, Editor CBD: I once heard a fascinating keynote address delivered by a young executive at a world-famous medical... Keep Reading »

The experts call it "ghost work"; it's what's left for the survivors to do when layoffs have cut an organization's staff to a bare-bones minimum. Work that still has to get done is reassigned to people who may not have the skills — and certainly don't have the time — to do it. The strain of "ghost work," the specter of more downsizing and restructuring, the disappointing news that raises and bonuses have been reduced or eliminated this year — they all can combine to make performance-appraisal season particularly stressful for employees and managers alike. But even though managers may be tempted to avoid performance appraisals, it's no time to back away. Done right, performance appraisals can give employees a better understanding of the new and different demands of their jobs in the context of the company's changing needs. Don't duck the tough issues, say the experts, but don't overlook... Keep Reading »

1. Making controversial announcements without doing groundwork first Any controversial decision can engender rumors, anxiety, and resistance. So rather than announcing a controversial decision to an entire group, prep people one-on-one. Learn who will object, and why. Decisions about change are the most charged — reorganizations, changing goals, and the departure of key employees create uncertainty, and uncertainty generates anxiety. To forestall anxiety, open a dialogue with the other person. Put a name to the problem: "This reorganization means we'll be doing some things differently, and that makes some people apprehensive." Then address the concerns raised in response to your statement: Is the other person uncertain about the future? Share the scenario you expect to unfold. Does the reorganization jeopardize a project? Share plans for keeping it afloat. Demonstrate that you get it, keeping in mind that you can address emotion better with body language than with words. Make sure... Keep Reading »

Chances are, anyone who has worked for a corporation has suffered through at least one irrelevant or embarrassing team-building exercise. But team-building activities aren't limited to trust falls and paint ball. Used wisely, they can improve morale, foster cohesiveness, increase motivation, and focus a team on a problem. The best ones also give employees insight about their organization. Aneil Mishra, Visiting Associate Professor of Management at the Fuqua School of Business, conducts a team-building exercise popular with both managers and MBA students. He distributes cards with phrases describing management styles and asks participants to select cards that best describe their styles. Then he separates the managers into four groups according to their answers and, using humor, pits them against each other. Mishra "demonizes" one group to another so that members see other types as causing the problems at work. Eventually, the instructor integrates the management styles and illustrates how each... Keep Reading »

Committed and motivated employees serve customers better; customers happy with your company's products or services are likely to express their satisfaction, making your employees feel better about their work. It's a virtuous circle. But it's a circle that can be broken by the cost cutting a recession often demands. When there are fewer employees to share the load and those employees are anxious and demotivated after seeing their colleagues laid off, service quality can suffer, prompting customers to leave you for a competitor. In a recessionary economy, you have to find ways to cut costs without undermining either the quality of your service or the morale of your workforce. To get smaller and still serve your employees and your customers well, avoid the false dichotomy between these two groups. You can still support both your employees and your customers even if you can't devote as many resources as you'd like... Keep Reading »