Leading Older Employees - Jodi Glickman - Harvard Business Review

Leading Older Employees - Jodi Glickman - Harvard Business Review

Executive Lecture Series | Kellogg School of Management | Northwestern University

Executive Lecture Series | Kellogg School of Management | Northwestern University: "- Sent using Google Toolbar"

http://blogs.hbr.org/cs/2011/04/five_ways_to_fail_at_design.html?cm_mmc=email-_-newsletter-_-management_tip-_-tip062411&referral=00203&utm_source=newsletter_management_tip&utm_medium=email&utm_campaign=tip062411

http://blogs.hbr.org/cs/2011/04/five_ways_to_fail_at_design.html?cm_mmc=email-_-newsletter-_-management_tip-_-tip062411&referral=00203&utm_source=newsletter_management_tip&utm_medium=email&utm_campaign=tip062411

Measuring Brand Personality to Sharpen Marketing Campaigns

Measuring Brand Personality to Sharpen Marketing Campaigns

http://www.economist.com/node/18774614

http://www.economist.com/node/18774614

Will Technology Take Your Job?

Will Technology Take Your Job?: "- Sent using Google Toolbar"

Do What Only You Can Do

The higher up you get in an organization, the more you need to focus on what the company needs from you, not on what you want to do. While management experts advise doing what you are best at, great leaders do those things that only they can do. Figure out what functions only you can perform. These may be tasks that are unique to your role, such as meeting with a key client or calling a top official. Or they may be strengths that the organization lacks, such as solid marketing skills. Gauge how you can be most useful and focus your time and effort there. Then delegate the rest.

Stanford Business Magazine Summer 2011

Stanford Business Magazine Summer 2011

Andy Grove: How America Can Create Jobs - BusinessWeek

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Scaling Up U.S. Manufacturing Jobs

Scaling Up U.S. Manufacturing Jobs

Eliminating Sales Quotas May Stimulate Profits: Stanford Research

Eliminating Sales Quotas May Stimulate Profits: Stanford Research

Badger car salesman

WWDC: Apple Blows an Opportunity To Change the World | BNET

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Paperless Business Cards - Noticed - NYTimes.com

Paperless Business Cards - Noticed - NYTimes.com: "- Sent using Google Toolbar"

United Airlines boosting downtown workforce by 1,300 | Custom Items | Crain's Chicago Business

United Airlines boosting downtown workforce by 1,300 | Custom Items | Crain's Chicago Business: "- Sent using Google Toolbar"

Stop Mixing Business with Pleasure - Jodi Glickman - Harvard Business Review

Stop Mixing Business with Pleasure - Jodi Glickman - Harvard Business Review: "- Sent using Google Toolbar"

CME threatens to bolt from Illinois over taxes | Finance | Crain's Chicago Business

CME threatens to bolt from Illinois over taxes | Finance | Crain's Chicago Business

Share a Hypothesis Instead of a Directive

While it's your job as a leader to set the direction for your team, unit, or organization, being overly commanding deprives your people of a sense of ownership. Next time you sit down with your team, instead of saying, "This is my view about where the project should head," try proposing a hypothesis. You can say, "Here's my tentative view of the path we should take, but I could be wrong." Then encourage your team to disagree with you. Of course, you must be willing to discard or modify your hypothesis if someone comes up with a better solution. This approach will encourage debate and give people permission to
voice concerns.

Vienna has a hot dog beef with rival - Chicago Tribune

Vienna has a hot dog beef with rival - Chicago Tribune: "- Sent using Google Toolbar"

6 Dumb Reasons Your Sales Proposal Bombed | BNET

6 Dumb Reasons Your Sales Proposal Bombed | BNET: "- Sent using Google Toolbar"

McDonald's Brilliant Interactive Billboard Campaign - Social Media

McDonald's Brilliant Interactive Billboard Campaign - Social Media: "- Sent using Google Toolbar"

Next-Generation Product Development

Next-Generation Product Development: "- Sent using Google Toolbar"

Save Your Company from Reorg Misery

In response to less than stellar results, many managers overhaul the team, unit, or organization. While reorgs give the appearance of action, they often create unnecessary complexity and dysfunction. Here are three ways to make your organization work the way it is:

Analyze the current structure. Ask yourself whether the problem is structure or how you're managing it. Most organizations work if leaders set the right goals, hold people accountable, and streamline processes.
Don't compensate for personalities. Don't design an organization around personalities. Instead of accommodating people, help them do the jobs they are slated to do.
Align structure with strategy. Many leaders allow strategies to evolve without doing the same for the structure of their organizations. Don't hang on to an arrangement just because it worked in the past. Be willing to change when it's required.

Position Yourself as an Expert | BNET

Position Yourself as an Expert | BNET: "- Sent using Google Toolbar"

Looking for Ideas? 5 Tips for Non-Writers | BNET

Looking for Ideas? 5 Tips for Non-Writers | BNET: "- Sent using Google Toolbar"