Risultati di "Rebecca Knight" in Tutte le categorie

At most organizations, compensation information isn’t made public. Most of us don’t know how much money our coworkers make. But what happens when you do stumble on this sort of information - and discover that a peer makes more money than you do? How should you react? Should you tell your colleague that you know? Talk to your boss? How can you use the information to ask for a raise?

Surviving a corporate reorg can be tough. There is often a lot of confusion and uncertainty, and if colleagues were laid off, people might also be sad or angry. How can you make the situation easier for yourself and your colleagues? What steps should you take to protect your job? How do you stay positive? And how do you know when it’s time to move on?

An important part of your job as a manager is making sure everyone on your team has the right amount of work. It’s tempting to give the workhorse more projects than others (especially if she’ll get them done the fastest) or to ease up on someone who is struggling, but you also need to be fair. How do you make sure that work on your team is evenly distributed? What do you do about the person who’s great at saying no and the one who can’t say no?

You’ve got an idea for something that will improve your company’s bottom line or make it a better place to work. Nice going. Now for the hard part: How do you get people on board? How do you get funding? And what should you do if your idea doesn’t catch on?

It’s human nature to like some colleagues more than others. But when you’re the boss, treating direct reports differently — and especially playing favorites — is unwise and unfair. What steps can you take to make sure you don’t show anyone special treatment?

Managing your star performers should be no sweat, right? After all, they’re delivering results and exceeding targets. But don’t think you can just get out of their way and let them excel. They require just as much attention as everyone else. How do you manage someone who is knocking it out of the park? How do you keep stars excited about their work? And what risks should you watch out for?

We all want to be valued — and be viewed as valuable — at work. But respect isn’t a given; you have to earn it.

These days it seems like most people have too much on their plate. Everyone complains about feeling overworked. So how do you tell your boss you simply have too much to do? No one wants to come across as lazy, uncommitted, or not a team player. How can you protect your image as a hard worker while saying uncle?

Even the best office relationships hit a rut, but if it’s your relationship with your boss that’s suffering, work can be especially challenging. Maybe you’ve lost their trust, or you haven’t been seeing eye to eye lately, or maybe you’ve never really gotten along. Whatever the reason, how can you build a connection that’s more than “just OK”? What steps can you take to improve your interactions? And are there times when you have to accept that the relationship may never get better?

At some point in your career, even if you’re not a salesperson, you’re going to have to sell something — whether it’s your idea, your team, or yourself. So how can you improve your sales skills, especially if you don’t pitch people often? What should you focus on first? And what should you do if you lose a sale?

The idea of boomerang employees — workers who voluntarily leave a job at an organization and then rejoin that same organization at a later date — is gaining more and more acceptance from hiring managers and in the labor force. If you’re one of these employees, how should you handle your comeback? What’s the best way to get back into the fold? Do you try to pick up where you left off? And what do you say to people about why you quit in the first place and why you’re back?

Research shows there are a large number of narcissists who become leaders. If you’re unlucky enough to have one of these people as a manager, it may be no consolation that you’re in good company. So how do you stay sane? What’s the best way to reduce the impact of your boss’s self-centered behavior?

More and more people are working remotely, and many say it improves their productivity and satisfaction - while also saving them time and money. If you’re commuting to an office every day but would like to work elsewhere on a weekly basis, how can you convince your boss to let you do so?

There’s someone on your team who seems to do no wrong in your boss’s eyes. She gets all the choice assignments, goes to any conference she chooses, and is given other special perks. What’s the best way to handle not being the boss’s favorite? Should you speak up and demand equal treatment? Or should you try to emulate her so you can get in your boss’s good graces too?

You have an ambitious team member who’s asking to be promoted to manager. He’s great at his job, but is he really ready to lead? How do you judge his skills and experience? What’s the best way to measure his potential?

Some people just can’t seem to get enough of work. They stay late at the office, check their email at all hours, and even put in time on the weekends. If your manager keeps this sort of schedule, do you have to also? How do you set the right expectations and boundaries? What can you do to make sure you don’t look like a slacker in comparison?

A vast body of research shows that the hiring process is biased and unfair. Unconscious racism, ageism, and sexism play a big role in whom we hire. But there are steps you can take to recognize and reduce these biases. So where should you start? And how can you help others on your team do the same?

Everyone knows it’s important to build a network. But once you’ve made a connection with someone, how do you maintain it over the long haul so that you can call the person when you need help (e.g., a job reference or a professional favor)? How frequently should you be in touch with your contacts? And how do you balance efforts to bring in new people while staying in touch with those you’ve known for a while?

We all have too much to do and too little time to do it. As a boss, you may have already learned how to plan, prioritize, and streamline your work. But how can you help your team members do the same? Should you dictate the processes and tools they use? How do you keep people from taking on too much and burning out or continuously spinning their wheels?

Sometimes you feel like you’re in over your head. Perhaps you got a big promotion or are leading a new, high-profile initiative but you worry that you don’t have the right skills or experience to succeed. Are there strategies you can use to jolt your confidence? How do you “fake it ‘til you make it”? And are there risks to that approach?