One big misconception otherwise promising managers have is the self-limiting belief that they have to choose between results and people. But fully half of great leadership is learning how to engage people emotionally--and it's something that can be learned.
Selling an idea to top leadership before it has generated tangible results can be difficult; very few innovative ideas can stand up to the scrutiny of a core business model. But understanding the four most common ways people interpret change will help you get there.
We continue our examination of the business book "The One Minute Manager" with an interview of author Ken Blanchard. Why did he write a business fable rather than a nonfiction book, and what makes a good business book stand out?
Managing and dealing with all the complexities people bring to work is a big challenge for today's leaders. That's because each individual's perception of their environment directly impacts their work for your company.
Can a company be managed in a simpler way? We continue our Leadership Hall of Fame series, a year-long look at the top business books and authors, with an excerpt from "The One Minute Manager" (1982) by Ken Blanchard and Spencer Johnson. What does this business fable tell us about setting up goals?