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If you treat an individual as he is, he will stay as he is; but if you treat him as if he were what he ought to be and could be, he will become what he ought to be and could be.Goethe
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Most managers tend to focus more on operational matters than on the development of their staff. Beyond a scheduling issue, it is more a matter of personal stance. How can you be an effective manager-coach?
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It is possible for managers to reconcile efficiency and benevolence. But between performance imperatives and employee fulfillment at work, the dosage is subtle. How can you find and maintain the right balance?
If the focus is today on cooperation, autority still remains an essential ingredient of performance. How can you develop your power and leadership to maximize the value you bring to the organization?
Managing multi-tiered teams takes much more than a simple quantitative adjustment. An entirely new rapport must be created with the organization to add value in the new role.
The information revolution affects more than processes; it also changes people. How can you adapt management to this new environment?
There is no magic formula in management. It's the ability to adapt that makes the difference. How to adjust one's management style to the demands of the situation?
How can you get the people of your organization to commit themselves and show a sense of initiative? By creating the conditions that enable them to participate in the company strategy.
The most sensitive role of managers is not to tell staff members what to do and how to do it, but to help them change their attitude and behavior.
Knowledge has become a key competitive factor. How to rethink leadership to promote the sharing of knowledge in the organization?
If employees feel increasingly less committed to their work, this is due to the attitude of their managers among other things. How can management stimulate their staff’s engagement?
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