Speak To Win: How To Present With Power In Any Situation.

This book offers a great deal of information about how to make excellent presentations in almost any situation. Great presentations require high levels of energy, vitality, enthusiasm, warmth, and friendliness from the presenter. Have fun while you present and enjoy what you are doing. Pretend that you are sharing great content with friends that you care about. Have a clear objective. Learn the language of the audience and their company. Rehearse, rehearse, rehearse your presentation. Check out the room before you present. Keep your arms at your side and not up in front of you when you talk. Tell them stories. Use silence and pauses, smile, and give a wonderful presentation.

Source: Speak To Win: How To Present With Power In Any Situation.By Brian Tracy, 2008, American Management Association, NY, ISBN: 978-0-8144-0157-6.

Employees Tend to Focus on Negative Influences At Work Instead of Positive Ones

Today’s best managers know that employees can be influenced by both positive and negative sources. However, these two types of influences sometimes compete with each other. On the one hand, employees react to positive influences, such as praise, respect, and attention. On the other hand, employees can react to negative influences, such as criticism, anger, and frustration. Today’s best managers know that negative forces tend to overshadow the positive ones. So, be sure to give extra emphasis on positive aspects of employee performance to help encourage the positive influences for improving employee behaviors.

Source: Cameron, K. S. 2008. Paradox in positive organizational change. Journal of Applied Behavioral Science, 44, 7-24.

Structure Teams So That Team Members Aren’t In Competition With Each Other

Managers used to believe that teamwork was always the way to structure employees in order to get optimal organizational outcomes. Today’s best managers know that sometimes teamwork can get in the way of good performance. Instead of unifying different groups, teamwork can sometimes have unintended negative effects on team member attitudes and performance. Negative teamwork results can happen when employees get rewards for being good, specialized, and individualistic performers, and at the same time get rewards when being good, integrated team players. Today’s best managers are aware of this potential problem and help structure rewards to lessen these conflicts.

Source: Finn, R. 2008. The language of teamwork: Reproducing professional divisions in the operating theatre. Human Relations, 61, 103-130.

Having A Short-Term Focus Can Get Managers Into Long-Term Trouble

Managers tend to focus on maximizing their short-term gains, and that tends to blind them from future events and surprises. Managers tend to believe that the future will always be rosy, so underestimate potential future disasters. Managers tend to be influenced more by the short-term, and aren’t willing to sacrifice now for potential future benefits. Managers make short-sighted decisions that advance them now, but hurt them in the long-run. Today’s best managers are aware of these dangerous tendencies and work hard to avoid predictable disasters. For example, make both short-term and long-term plans at the same time to limit future damage.

Source: How short-term focus contributes to future disasters. 2008, December. Negotiation, pp. 6-7.

Not All Rewards Are Valued By All Employees

Managers often wonder why rewards don’t always motivate employee performance. Today’s best managers understand that rewards can mean different things to different employees. Employees can fall in one or more reward categories: 1) employees who desire awards and trophies, 2) employees who value days off, flexible scheduling, and free meals, but not rewards that take them away from home, 3) employees who value cash and cash-equivalents, 4) employees who value flexibility, such as in scheduling, 5) employees who value praise, whether written or oral, and 6) employees who want to move up and be promoted above all else.

Source: Van Dyke, M., & Garlick R. . Recognition and reward: What are the top tenets and practices? Leadership Excellence, 25/1, pp. 17-18.

Let Your Employees Know What Is Expected Of Them

Today’s best managers get involved with their employees to help improve their working relationships and their performance. Get involved with your employees when their work is not up to par, when there are personnel problems, and when there is a serious conflict. Help employees generate ideas, by showing them that it is OK to speak up and voice their views. Give employees the courage to risk failure and try new, innovative ideas. Realize that the success of the company rests on future leaders, so help develop the leaders of tomorrow for your organization.

Source: Bossidy, L. 2008. What your leader expects of you: And what you should expect. Leadership Excellence, 25/2, p. 6.

Time Out Of Work Leads To Skill Depreciation And Lower Wages

Today’s best managers know about the importance of human capital on wages. Employees develop their knowledge, skills, and abilities, called human capital, then sell these to the organization that will pay them the highest wages. Employees can increase their human capital through work experience and time on the job. Unfortunately, time away from the job, such as for having and raising children, and when unemployed, can cause employee skills to depreciate. When employees lose skills, then they also lose human capital, and that tends to result in a loss of wages.

Source: Edn, P.-A., & Gustavsson, M. 2008, January. Time out of work and skill depreciation. Industrial and Labor Relations Review, 61, 163-180.

Negotiating With Giants: Get What You Want Against The Odds.

This book examines how individuals can be as successful as major business players. The book explains how individuals can create power that helps them level the playing field with large companies that seem too large and too dominant to defeat. If you can’t beat them from the outside, then join their ranks and defeat them from the inside. Giants tend to stay away from the negotiating table, so you will have to find other ways to get in the door to get what you want. Giants rarely apologize. Don’t talk with just one person in a large organization, who may disappear.

Source: Negotiating With Giants: Get What You Want Against The Odds. By Peter D. Johnston, 2008, Negotiation Press, Cambridge, MA, ISBN: 978-0-9809421-0-1

Employees Accept Negative Feedback More Readily From Managers They Trust

Managers often give feedback to employees to help them change and improve their job performance. Today’s best managers know that employees may be resistant to change when they don’t have a good relationship with their manager. Employees tend to accept negative feedback when it comes from a person that they like, they trust, and who they think has good intentions. However, when employees don’t have a good relationship with their manager, they tend to resist change if the manager tries to force change or threatens them with punishment if they don’t change.

Source: Furst, S. A., & Cable, D. 2008. Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93, 453-462.

Help Team Members Understand How Teams Develop For Better Team Performance

Today’s best managers know that teams develop and change as they mature. Time plays a critical role in this process. Teams develop over time through a series of episodes in which team members must perform different behaviors at different times depending on task demands. The context of the organization, the team, and the team members influence team performance and lead to team processes such as feelings of safety, potency, and belonging. These team processes then lead to team performance success or failure, which in turn leads back to shaping aspects of the organization, the team, and the team members.

Source: Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. 2008, June. Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34, 410-476.

Fight All Four Types of Organizational Corruption For Best Results

Most managers actively try to stop corrupt behavior in the workplace, but may not be addressing all four sources of organizational corruption. Today’s best managers know the four types of corruption: 1) an individual acting for their own personal gain, 2) an individual acting corruptly for the company’s gain, 3) a group of employees acting for their own personal benefit, and 4) a group of employees acting corruptly to benefit the company. Stopping group behaviors, such as collusion, may be harder to stop than individual corrupt practices. Hiring more ethical employees and training all employees about the four types of corruption can help lessen corrupt behavior.

Source: Pinto, J., Leana, C. R., & Pil, F. K. 2008. Corrupt organizations or organizations of corrupt individuals? Two types of organization-level corruption. Academy of Management Review, 33, 685-709.

Avoid The Pitfalls That Keep Your Employees From Managing Up To You

The traditional view of management is that managers lead down to their employees. Today’s best managers know that effective management goes both ways: down to employees, and up from employees to managers. Help your employees manage up to you by avoiding the four most common things that prevent upward management. Employees have been conditioned to take orders and not provide instructions to their manager. Employees are often fearful that there will be negative consequences if they manage up to their boss. Employees may fear that bosses will judge them unfairly. Lastly, employees often feel that their boss’ ego will prevent him or her from listening to employee suggestions and advice.

Source: Antonioni, D. 2008, January/February. Lead your manager. Industrial Management, 19-22.

Help Employees Feels Indispensable To Help Improve Work Group Performance

Employees in work groups are usually very aware of how much their individual work efforts add to the overall performance of the group. When individuals in groups believe that their own work efforts don’t help the group perform better overall, then employees can sometimes work less hard. However, today’s best managers know that when employees are helped to see how their individual work helps the entire group perform better, then job satisfaction and work performance can drastically increase. Help your employees feel indispensable and their work efforts might increase too.

Hertel, G., Niemeyer, G., & Clauss, A. 2008. Social indispensability or social comparison: The why and when of motivation gains of inferior group members. Journal of Applied Social Psychology, 38, 1329-1363

Help Employees Set Realistic Expectations For Pay Increases To Get The Best Job Performance

Unfortunately, merit pay raises may not motivate employees to work harder. This is because employees’ pay for performance expectations can interfere with the value of getting a raise. If employees have too high of an expectation that they will get a pay raise, then they may feel let down if their pay raise seems too low. Additionally, if employees feel deceived about expected pay raises, then they can seriously lower their performance levels in response. Today’s best managers help set employee expectations for pay raises so that employees won’t have overly high or overly low raise expectations.

Source: Schaubroeck, J., Shaw, J. D., Duffy, M. K., & Mitra, A. 2008. An under-met and over-met expectations model of employee reactions to merit raises. Journal of Applied Psychology, 93, 424-434.

Followership: How Followers Are Creating Change And Changing Leaders.

This book offers the first sweeping review of followers and examines how followers relate to leaders. The author remarks that the usual focus on leaders at the expense of followers has distorted the real dynamic between leaders and followers. The book describes five main types of followers: isolates, bystanders, participants, activists, and diehards. The book describes the range of followers from the completely withdrawn to the fully engaged. The book explains how followers, who seemingly have no apparent power, authority, or influence, have an impact on leaders.

Source: Followership: How Followers Are Creating Change And Changing Leaders. By Barbara Kellerman, 2008, Harvard Business Press, Boston, MA, ISBN: 978-1-4221-0368-5.

Add Self-Coaching Supplements To Improve Training Results On The Job

Organizations are spending a tremendous amount of money to improve employee interpersonal skills. Unfortunately, classroom training alone has not been shown to be a very effective way to teach these skills. Today’s best managers know that training results can be improved by adding self-coaching supplements to classroom training methods. Self-coaching is a three-step process that is done solely by an employee. First, employees complete a checklist assessing how much they use their new skills on the job. Second, employees reflect on how they perform during interpersonal incidents. Third, employees set goals to help them maintain and enhance their interpersonal skills on the job.


Source: Tews, M. J., & Tracey, J. B. 2008. An empirical examination of posttraining on-the-job supplements for enhancing the effectiveness of interpersonal skills training. Personnel Psychology, 61, 375-401.

Some Business Activities Can Now Be Done Effectively Off-Site Via The Internet

Today’s best managers know that the internet can help them redesign their organizations and dramatically improve their productivity. Many business activities can now be done in other places via the internet rather than in the home office. Creating a service-oriented architecture, or SOA, for your business is kind of like putting building blocks together. Instead of doing a process yourself, take out the block, and put in one where the activity is seamlessly done for you over the internet. The key to using internet-based software components relies on carefully redesigning your processes and operations and figuring out where internet-based activities can be plugged in effectively.

Source: Merrifield, R., Calhoun, J., & Stevens, D. 2008, June. The next revolution in productivity. Harvard Business Review, 72-80.

People Are More Likely To Help Individuals Who Are Like Themselves Versus Helping Groups

Today’s best managers know the importance of employees helping other individuals in the workplace. Unfortunately, employees may help those who are similar to themselves more often than those who are different from them. Indeed, employees may be more likely to help a single individual in need who is in their same demographic group than they are likely to help an individual who is different from them. Today’s best managers might get more helping behavior if employees are given opportunities to help individuals who are demographically similar to them.

Source: Kogut, T., & Ritov, I. 2008. “One of us”: Outstanding willingness to help save a single identified compatriot. Organizational Behavior and Human Decision Processes, 104, 150-157.

Invest In Employee Engagement, Health, and Well-Being, To Help The Organization Flourish

Employees who are engaged in their work feel energetic, dedicated, and are absorbed in their jobs. Employees who are engaged are also happier and healthier, which makes having engaged employees a sensible goal for managers. However, today’s best managers believe that having happier and healthier employees is a goal in and of itself, regardless of the impact on the organization. Improving employee health and well-being is no longer seen as a cost. Instead, it is seen as an investment in employees that will directly help improve the bottom line of the organization.

Source: Bakker, A. B., & Schaufeli, W. B. 2008. Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29, 147-154.

Employee Attitudes Can Be Slow To Recover From A Company Financial Downturn

Managers would like their employees to be trusting, loyal, and committed to the organization. Unfortunately, many of today’s organizations are facing serious economic downturns which can have long-lasting effects on employee attitudes. Today’s best managers know that even if a company recovers from a serious down-turn and improves its economic performance, employee attitudes may suffer permanently and never fully recover. For example, even if the company returns to a previously solid state, employee attitudes, such as trust, loyalty, and commitment, may never recover from a downturn. Today’s best managers are aware of this phenomenon and work to improve employee attitudes long after they have helped a company to improve financially.

Source: Grunberg, L., Moore, S., Greenberg, E. S., & Sikora, P. 2008. The changing workplace and its effects: A longitudinal examination of employee responses at a large company. Journal of Applied Behavioral Science, 44, 215-236.