Back in the day when I was just starting to work my way up the business ladder, it was my policy to give my boss more than he had a right to expect. Maybe more important, I made it a point to let him know whenever I did something good. If you aren’t [...]
By Michael Masterson | Tue, Dec 15, 2009
I don’t like formal performance reviews. I find them awkward and unproductive. But I do think it’s important to get and give feedback. I do that with the people who report to me by discussing their progress with them on a regular basis. I call these interactions three-question reviews. I ask:
By Peter Fogel | Thu, Dec 10, 2009
I couldn’t believe I was going to open my presentation with that joke. Me, of all people! Yet, there I was. With my heart pounding in anticipation… I was about to bound onto the platform and speak in front of over 250 people…
By Michael Masterson | Tue, Dec 8, 2009
Want to get someone to do something he doesn’t want to do? It’s amazingly easy. All you have to do is plant a seed and wait for it to sprout.
By Michael Masterson | Mon, Dec 7, 2009
When I began consulting with my current largest client, I was surprised to discover that some of the marketing people had a habit of making condescending remarks about their customers.
By Michael Masterson | Mon, Dec 7, 2009
Several years ago, a professor of philosophy introduced me to an idea I have used to clarify my thinking and make the right business decisions time and again. You may find it as useful as I do.
By Michael Masterson | Fri, Dec 4, 2009
Good leaders handle bad news quickly and personally. Step 1: They make an immediate assessment of what went wrong, the extent of the problem or damage, and the causes.
By Michael Masterson | Thu, Dec 3, 2009
Handwritten notes are much more effective than typed memos or e-mails for all sorts of occasions. Just two: praising subordinates or sending a special thank you to a colleague or partner. Keep a set of high-quality personalized note cards in your desk. And make it a point to write a few brief [...]
By Michael Masterson | Wed, Dec 2, 2009
Whenever you make an important deal, quickly follow up with a short memo. Identify what you think is the “spirit” of the deal, the big picture. Do this whether the deal comes with a written contract or is simply a verbal agreement.
By Michael Masterson | Fri, Nov 27, 2009
In my experience, nothing motivates people more than tracking their productivity and posting the results for all to see. And technology is readily available to track the performance of customer-service reps, data-input operators, salespeople, and the like.
By Michael Masterson | Wed, Dec 16, 2009
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