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Dumb Things Bosses Do

I am an occasional reader of Susan Heathfield’s HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation.

In this article she started right in with a great quote from a manager friend of hers:

“The biggest mistake I’ve seen managers make – and I’ve seen it quite a few times – is to assume that you know what’s going on.” He also added his favorite quote from Peter Drucker. “Most of what we call management consists of making it difficult for people to get their work done.”

You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun):

The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything”

The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement.

The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Blatherer: Droning on in meetings, or in conversations about nothing productive, with employees too polite (or worried) to cut off the conversation. Self-important monologues in meetings. Gossiping about fellow employees inappropriately…this list is endless!

The Poker Player: Neglects to communicate important information to employees, whether through neglect or by design to keep secrets. They might be a bad poker player, too: Many bosses simply don’t understand what information their subordinates need to do their jobs, and fail to deliver through ignorance. Sounds crazy, but true more often than not.

The Ruler: Considers work a personal fief; Asks employees to do their personal work, or promotes personal ventures on company time.

The Vacillator: Exhibits a lack of decisiveness or tries to please everyone This is a manager who cannot stick to a plan of action, changes his or her mind based on “the most recent conversation,” moves the group in new directions based on new feedback at the drop of a hat, and never seems sure of the appropriate direction. Change is good, but not by the hour!



Bosses who exhibit these and similar behaviors are barely managing, and certainly not leading. But remember that it is not always their fault: Our experience tells us the company promoted these people and left them to their own devices to figure out how to lead effectively.

Address leadership training aggressively, consistently and measurably, and bad bosses seem somehow to disappear, replaced by managers who lead effectively. And you haven’t hired anyone, or fired anyone! Talk about a positive hit to the bottom line!

What labels might you dream up for bad bosses you have had? Let us know in the comments section!

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I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Four Leadership Tips to Make November More Productive

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The ROI of Team Engagement – How to Measure?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Well Do You Grow Future Leaders?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Challenge Negative Mindsets When Pursuing New Ideas

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A Fresh Start on Performance Reviews: Alere Sets a Great Example

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Generation Xers are Today’s Leaders – Invest in Them

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Can Your Words Build or Break Trust With Co-Workers?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Lemonade of Employee Turnover

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement is a Two-Way Street

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

You Will Not Engage Every Employee – Nor Should You

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Make August Your Personal Rejuvenation Month

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Unbiased Opinion is a Myth. Discard It.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

When Motivating Employees, Do Words Get In the Way?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How to Sell Senior Executives on the Value of Talent Development

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Temporary Project Teams Need Scaffolding to Work Well

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

To Manage or To Lead – That is the Question

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Break Conversational Habits to Break Out of Ruts

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Schedule that “Thirdly Review”!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Make Spring Fever a Productive Force at Work

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Change Happens Inside Out – Driven By Middle Managers

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Quickly Does Your Culture Sub-Optimize New Talent?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Do You Fix a Jerk at Work?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Tips for Kicking Off 2015

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement Must Address Professional and Personal Performance Factors

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Happy Holidays from Bovo-Tighe!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

2014 is Done – Time to Kick-Start January

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Happy Thanksgiving from Bovo-Tighe

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Defend Human Development Investments Strategically

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Be Great to Work With

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

November Productivity Makes Holidays Happier!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Downtime Conundrum – Taking Breaks Raises Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leaders Must Still Manage. You Don’t Get Off That Hook!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

It Takes Time to Change Employee Habits – And Lots of Support.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Recognition – Easy to Say, Hard (it seems) to Do

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Misguided Advice from Monster about Aspiring to a Leadership Role

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Launch Your Team Before You Launch Your Project

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Master the Art of Questioning (and Listening) to Better Raise Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Kick-Start Your Team’s Productivity Push for Autumn

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leaders Master the Art of Questioning to Raise Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Asking Silly Questions Makes You Smarter

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement is Personal, So Personalize Your Approach

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Take Steps to Run Better Meetings – Walk While You Talk

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement is Really Simple – But Does Take Energy and Focus

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Great Leaders See Themselves as Others See Them – And Engage Better

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Reset Your Leadership Mindset for the Next Six Months

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Great Leaders Make Life Better for Their Followers

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Defend No Process – Defend the Mission Against Old Processes

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How to Maintain Workplace Productivity During the Summer Vacation Season

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A More Productive Mindset for Work in Six Steps

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Honor the Last Full Measure of Devotion on Memorial Day

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

As a leader, you will get angry – How you handle that anger is critical to team productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Middle Managers Can All Lead – If You Show Them How

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Never Assume: Pursuit of Truth Makes Decision-Making Better

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Last Mile of Employee Engagement is the Hardest to Travel

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

We Love the Energizing Month of May

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Transformational Leadership Skill Spring Shape-Up

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Toyota Agrees: Machines Don’t Innovate – People Do.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Development Gaps Expose a Lack of Strategic Commitment

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

“Overnight” Organizational Change Takes Great Long-Term Leadership

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Does Your Online Presence Promote You?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leaders Don’t Pick Winners: Develop All of Your Team Members

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

May the Wind be at Your Back this St. Patrick’s Day

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Lessons for the Ides of March

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Our Foundations of Excellence Refresher

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Great Conversations Build Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

i4cp Research Isolates Six Key Employee Engagement Factors

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Tap Untapped Talent You Have Already Hired

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Each Great Leader is Unique, But They All Engage

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Annual Performance Reviews Should be the Icing not the Cake

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Resources We Rely On for New Ideas about Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Machines Don’t Innovate: People Do.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Hide From Your Manager to Get More Done!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Quotes to Get Your Mind Set for February

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Development Does Not Have to Cost an Arm and a Leg

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Why Does Leadership Development Fail to Create Great Leaders?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Sheldon Yellen: The ROI of Compassionate Leadership

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement and Workplace Safety – A Direct Connection

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

New Year Resolution: Make a Habit of Your Productive Mindset

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Lessons from Scrooge and the Grinch

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Merry Christmas from Bovo-Tighe

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Lean Manufacturing Demands Fully Engaged Employees

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Happy Thanksgiving from Bovo-Tighe

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Flexible Job Schedules Can Win Employee Loyalty

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement a Strategic HR Imperative for 2014

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Maintaining Work-Life Balance During the Holidays

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Remember Veterans on Veterans Day with a Heartfelt Thank You

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Happy Halloween from Bovo-Tighe!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Pessimists Keep Optimists in the Black

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Gallup Employee Engagement Results Not Budging

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Stop Being Nice at Work? Not So Fast!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Three Leadership Tasks That Unleash Team Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

What Prevents Teamwork From Adding Value?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Can You Make a Vacation From Work Truly Stress-Free?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Have Employees Track Their Own Successes to Raise Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A Quick Cost/Benefit Analysis of Employee Training and Development

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Participates in 2013 CLO Forum

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Labor Day in the U.S.: A Connection to Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Great Employee Engagement Starts by Asking a Lot of Questions

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Inspiration for a Hot Day in August

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

More Thoughts on the Great Value of Middle Management Leadership Training

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Working from Home Does Raise Employee Engagement, if Done the Right Way

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Define leadership more broadly. Anyone can lead, at any level.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Engaged Employees Accumulate Business Acumen

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Build a Corporate Culture that Embraces Change

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Happy Independence Day

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

CEOs Must Foster Culture Based on People – Not Process

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Gallup Confirms the American Worker Remains Unengaged

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Is it possible to be overworked and underutilized?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Create Great Leaders in Your Organization

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Retain Talent by Fostering Professional and Personal Growth

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Starts with Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Take the Time to Say Thank You to Those Who Died Defending Us

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

When Should You Micromanage Employees?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership in Public Management

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Time to Rehire Yourself?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Of Lollipops and Leadership

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Why We Love May at Bovo-Tighe

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Are Millennials Really Different About Job-Hopping?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe and Harvard Business School Are On the Same Page

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Lessons on Leadership from Britain’s Royal Navy

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Raise the Meaning Quotient for Employees to Raise Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employees Can Only Manage Their Time if the Organization Lets Them

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Goal Alignment Takes Work and Communication that Counts

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Our Philosophy about the Pursuit of Truth Includes Your Health

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Three Key Drivers of Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Great Leadership is Built on Personal Accountability

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

March Madness is a Leadership Moment

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

May the road rise to meet you on this St. Patrick’s Day.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Tales from Top People – Courtesy of LinkedIn

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Marissa Mayer Should Focus on Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Accelerative Learning Article Now Posted on eZineArticles.com

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Drop Your Information Filters to Boost Engagement with Fellow Employees

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

More Thoughts on How to Engage Employees

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Quotes that make you think – Are you open to the truths you need to hear?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Passion at Work: Nurturing it Starts the First Day of Employment

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Summer Thoughts on the Pursuit of Truth

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Stop Hating Meetings: Fix Them Yourself!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

101 Steps Towards Better Leadership

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Transformational vs. Transactional Leadership: A Worthy Distinction

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Cure for Bad Meetings: Pay Attention and Contribute!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Caring for Your Employees Unlocks Great Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership: Its Trappings Lead Good People Astray

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Information Underload: Bad for Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Zen and the Pursuit of Truth at Work

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Client News: Shell Sets Record for Deepest Oil and Gas Well

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Client Newsletter – November 2011

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Dumb Things Bosses Do

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Client Newsletter October 2011

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Steve Jobs: A Born Visionary Who Learned to be a Leader

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Power Breeds Overconfidence in Leaders

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Do You Know All the Facets of Employee Engagement?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Coaching for Senior Executives Must Come Up From Subordinates

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe’s September Client Newsletter – 2011

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Client Newsletter – Summer 2011

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Presenting at the National Property Management Association Annual Education Seminar

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe connects with the HR community at the HR Star Conference

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Book Review: How to be Happy, Dammit!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Client Newsletter June 2011

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

One-Foot-Out-the-Door Disease is Bad for Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How best to make leadership training truly work? Never stop!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Leadership: It all starts with you

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe Newsletter May 2011

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe at the Offshore Technology Conference

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Irrational Decision-Making: Embrace the Human Factor!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Performance Management Needs to Recover its Mojo

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe’s March 2011 Client Newsletter

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

The Bombardier Case Study: Successful Commitment to Employee Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Talent Management: All agree we need it. Few act on it.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Influence Competence: Effective Employee Engagement Skills Under a New Name

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Talent Management: How It Helps With Crisis Management

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement: Have you thought about ice cream?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Tasked with Corporate Training? Seek Outside Help

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe explores Kazakh Psychologies of Achievement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Corporate Cultures: Bottom-up change is best.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Are people truly your company’s best asset? Can you prove it?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Compensation Plans vs Employee Emotion

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Pay-For-Performance versus Full Engagement

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

On Leadership: Would you work for yourself?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Employee Engagement is simply the Foundation for Excellence

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Why doesn’t employee training work better?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Change Management: The entire organization needs to participate

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Fostering Innovation: HR Must Lead the Way

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

About that left brain-right brain split: It doesn’t happen.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

With Leadership Development: Are We Smarter that Fifth-Graders?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe’s January 2011 Client Newsletter

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Bovo-Tighe December Newsletter

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Change employee behavior by changing their bad habits.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Be the first on your block to re-engage your employees.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Performance Reviews done well require great communication.

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

No One Was Ever Motivated by a Meeting

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

No One Ever Improved by Having Their “Performance Reviewed Annually”

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Meetings That Rock!

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Corporate Mission Statements die on Plaques

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

Inhibit Intellectual Growth and Innovation in Your Company

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

How to incorrectly use ‘Management By Objectives’

I am an occasional reader of Susan Heathfield's HR column on About.com, and one this week really caught my attention, because it reflected so much on the issues that leadership training must be structured to address: Poorly training people promoted to managerial positions with little preparation. In this article she started right in with a great quote from a manager friend of hers: “The biggest mistake I've seen managers make - and I've seen it quite a few times - is to assume that you know what's going on.” He also added his favorite quote from Peter Drucker. "Most of what we call management consists of making it difficult for people to get their work done." You rarely go wrong quoting Drucker, and the list that Susan compiled really backed up her theme. Here are some highlights of the signs of a bad manager (with some editorializing by us, of course, to have some fun): The Time-Filler: Requires written reports and updates that gather dust on shelves, asks for written proposals before giving the go ahead on projects, and holds endless meetings so the boss remains “in the loop on everything” The Slacker: A person who assumes a management role and then, does little, while delegating all work to other employees. This is sloth gussied up as engagement. The Sloppy Mechanic: Gives the Squeaky Wheel all the grease, where problems of complainers are solved first and/or the complainers receive more resources and attention from the boss than the rest of the team.

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