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How Great Bosses Motivate Employees

How Great Bosses Motivate Employees
Jeff Haden learned much of what he knows about business and technology as he worked his way up in the manufacturing industry from forklift driver to manager of a 250-employee book plant. Everything else he picks up from ghostwriting books for some of the smartest innovators and leaders he knows in business. He has written more than 30 non-fiction books, including four Business and Investing titles that reached #1 on Amazon's bestseller list. He'd tell you which ones, but then he'd have to kill you.

Related:  Leading

The One Skill All Leaders Should Work On - Scott Edinger by Scott Edinger | 11:30 AM March 29, 2012 If I had to pick one skill for the majority of leaders I work with to improve, it would be assertiveness. Not because being assertive is such a wonderful trait in and of itself. Rather, because of its power to magnify so many other leadership strengths. Assertiveness gets a bad rap when people equate it with being pushy and annoying. The Best Promotion Is Never Self Promotion Promoting yourself is easy. All it takes is a little guts, a little determination, and in extreme cases, very little self-awareness. We all try, to some degree, to promote ourselves. That's why we're all experts at picking out the self-promoters, shameless or otherwise. And that's why self-promotion is rarely effective.

Leadership and Change Research Bloomberg news anchor Betty Liu, author of 'Work Smarts: What CEOs Say You Need to Know to Get Ahead,' shares what she learned about career success from speaking with CEOs[…] Fitch Expects to Rate AES El Salvador Trust II's Issuance 'BB(EXP)'; Outlook Stable Fitch Ratings expects to rate AES El Salvador Trust II's USD310 million debt issuance 'BB(EXP)'. Fitch has also assigned foreign and local currency Issuer Default Ratings (IDRs) of 'BB' to AES El Salvador Trust II. The Rating Outlook is Stable. The company expects to use the proceeds from the issuance to refinance all AES El Salvador Trust outstanding debt.

5 Things Great Bosses Never Do I recently described what remarkable bosses do. A number of people emailed and asked, "That's a great list, but flip it around: What things should I not do?" Glad you asked. As a leader what you don't do can sometimes make as much or even more impact than what you do. 8 Habits of Remarkably Successful People I'm fortunate to know a number of remarkably successful people. I've described how these people share a set of specific perspectives and beliefs. They also share a number of habits: 1. They don't create back-up plans. Please, Make a Decision Over lunch, Jacob and Marilyn discussed some of the frustrations they were experiencing on one of their current projects. Jacob was a business analyst on the project and Marilyn was the subject matter expert. Jacob turned to Marilyn and said to her, “If you could say just one thing to Tom our project manager, what would it be?” Without hesitation Marilyn replied, “Please, make a decision.” Unfortunately Jacob and Marilyn both viewed Tom as wishy-washy.

The 3 Step Triple Threat: The courage to say it out loud Step #2 of The 3 Step Triple Threat… Ask, Announce, Act (Repeat) (Part 3 of 4) Step #2: ANNOUNCE How many times have you promised yourself you’ll exercise today, start your diet tomorrow, finish writing that marketing plan by Friday (okay, that’s mine), only to “run out of time” and fail to keep your promise to yourself? Motivating Employees: Little Ways to Make Their Day Smiles are nice. Cards are nice. Gifts are nice. All the "standards" are nice--and all, at least in part, are somewhat expected. If you really want to make someone's day, do the unexpected. It's not hard.

Six tactics of natural leaders In this week's Leadership Blog, our coach John M McKee shares six tactics you can use to move up the ladder more quickly. Ever notice that some people seem to be "natural leaders"? For them, leadership is like wearing clothes that were custom-made. But most people struggle with the role of leader. The "fit" isn't comfortable.

Best Leadership Books of 2011 WE HAVE more recorded information about leadership now than at any other time in history. Most of it deals with the surface turbulence, which is important but not complete. In all of this information there is the sense too, that perhaps we have lost the wisdom we need and that maybe some new thing will help us to avoid what we already know and don’t want to do. For the most part, it’s still business-as-usual within the same framework—control. It’s hard to give up fundamental beliefs even though they really aren’t working for us anymore. These books speak to our need to rethink our core thinking, beliefs and motivations—to do the uncomfortable.

How to Perform Well Under Pressure: 7 Tips You're on stage. Three hundred pairs of eyes are fixed on you. You're killing: Twenty minutes in and the audience is in the palm of your hand. Then your slide show freezes up.