What gossip looks like, and how it can bounce back to hurt the ones who do it. Don’t gossip: it just doesn’t make anybody look good, and it is NOT a career-helper.
About Laurie Ford
This author has yet to write their bio.Meanwhile lets just say that we are proud Laurie Ford contributed a whooping 143 entries.
Entries by Laurie Ford
One manager in a recent MBA class was provoked by a discussion about the importance of using schedules, and offered her opinion on the difference between leaders and managers. “I want to be a leader,” she said, “not a manager. What does scheduling have to do with leadership?” Good question, actually. We were talking about […]
Change – organizational or personal – requires a few basics. Commitment, of course. Respect, certainly. And closure – regular status checks to stay on track and support success. Takes a bit of extra time, but it is a good investment.
What happens when we ditch the negative or outdated parts of our lives? We make room for something new! Sometimes we know exactly what we want, and sometimes we just want to be lighter, more free and relaxed. Either way, something old may need to be given up to somebody else who will enjoy it.
Almost every HR initiative begins with a Needs Assessment. One HR training specialist announced to a group of manufacturing Operations Managers, “Our most important deliverable to you is the Needs Assessment.” The Operations Managers hooted. “We don’t need your needs assessment! We just need you to train our operators to use the equipment without breaking […]
Who really supports the Supervisor-level in an organization? There is rarely a structure that provides them with assistance, coaching, or development – and that is standard organization-wide. One Manager is testing an idea to put her Communication Assessment results to work for her Supervisors.
When you make a change in one part of an organization, it vibrates through the rest of the organization in different ways. We tried tackling it with a communication survey and identified the two biggest problems.
Management. What do you manage? What is “performance”? How do you improve it? You already know the answers – you do it all the time.
Difficult people – is it about personality, or about the results they do (or don’t ) produce. Here is one manager’s solution to dealing with “difficulties” between people in the workplace.
Three ingredients of an apology: For what? To whom? Own it!