Management Styles

6 Ways to Turn Managers into Coaches Again

Keith Ferrazzi

Managers do not always have the time to undertake the coaching of all their staff themselves. It is better to try to develop a culture of coaching and mentoring within your teams.

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Use Gratitude to Counter Stress and Uncertainty

Christopher Littlefield

Beyond the known effects of acknowledgement over staff engagement, this article focuses on its virtues to help them through stressful and uncertain times.

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Managers Can’t Be Great Coaches All by Themselves

Among the different manager-coach approaches, that of the “connector”, capable of introducing the employee to a subject-matter expert, seems to be the most effective.

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Being the Boss in Brussels, Boston, and Beijing

Erin Meyer

What are the cultural patterns that, depending on the country, determine the idea people have of a leader's role?

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Stop Making Gratitude All About You

Heidi Grant

There are two ways to express recognition: one that is self-centered (“Thank you for the benefits that your work brought me”); the other—much more motivating for the recipient—is centered on the other (“Your efforts are remarkable!”).

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How to Be Good at Managing Both Introverts and Extroverts

Rebecca Knight

How to take account of the differences between introvert and extravert personalities to ensure the performance of everyone.

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Management Styles: Finding and Fixing Your Achilles Heel

Cheryl Strauss Einhorn

The author examines the strengths and weaknesses of eight very distinct leadership styles, each embodied by one of eight world-famous leaders.

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A Little Thanks Goes a Long Way

Adam M. Grant, Francesca Gino

Explaining why expressions of gratitude motivate prosocial behavior.

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Unlocking the potential of frontline managers

Aaron De Smet, Monica Mcgurk, Marc Vinson

First-level managers have a considerable impact on company results and customer satisfaction. It would often be useful to reinforce the margins of maneuver they have to coach their teams.

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How to Be a Good Boss in a Bad Economy

Robert I. Sutton

Remaining attentive to your staff in times of crisis.

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