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The best way to wrap up the board meeting
Robert C. Harris Association ManagementWe all like to hear, "We have completed our agenda, so I move that we adjourn the meeting," at the board table. Upon adjournment, the directors scatter. Volunteers dart out the door. But there are some techniques to improve the success of the meeting. Before adjournment, somebody should ask an easy question, "What’s next?" It gives the chair or executive director a chance to recap what was decided and the ensuing steps.
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The Fed weighs in on economy, opts to stay the course for now
Seth Sandronsky Civil & GovernmentPresident Trump is not happy with the Federal Reserve Bank under Chairman Jerome Powell. Suffice it to say, the Fed’s interest-rate policy is a source of friction. The Federal Open Market Committee issued a statement June 19 opting to leave "the federal funds rate at 2-1/4 to 2-1/2%" for now. That rate could change depending on factors such as inflation, or a rise in prices and wages. "They are trying to make it clear that they will lower rates," Dean Baker, a senior economist at the Center for Economic and Policy Research in Washington, D.C., told MultiBriefs by email.
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5 kinds of difficult managers — and how to retrain them
Lisa Mulcahy Business Management, Services & Risk ManagementWe all remember our favorite teachers in school — and those instructors we'd rather forget, too. Employees view their tough-to-deal-with superiors the same way, of course. A less-than-personable manager may be great for your company's bottom line in terms of achieving profit, but the way he or she deals with her team should be addressed. A difficult manager can sometimes have a long-lasting impact on your entire business. The good news is you can work with even a problematic manager once you understand the type of personality you're dealing with. Let's talk about some common tough manager types — and the smartest ways to collaborate with each type most fruitfully.
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Why successful onboarding begins with blunt honesty
Catherine Iste Business Management, Services & Risk ManagementLike a first date, no one expects complete honesty in an interview from either side of the conference room table. However, as we become more experienced in the process, two things can happen: we become better at dancing around the truth or we become less interested in the dance and just throw it all out there. When it comes to a successful onboarding process, that latter path, blunt honesty, is the way to go.
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Common myths about women and executive presence
Roberta Matuson Business Management, Services & Risk ManagementThere’s so much noise these days about executive presence that it’s hard to separate fact from fiction. Here are a few myths that need dispelling. The first myth is that if a woman wants to make it to the top, she needs to act like a man. While there’s much we can learn from the men who’ve come before us, that doesn’t mean we have to do things the same way to be equally successful. The most successful leaders I know, many of whom are women, don’t try to be something they’re not.
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How to help millennials become great leaders
Catherine Iste Business Management, Services & Risk ManagementInstead of complaining about millennials, it is time for us to start taking responsibility for supporting their leadership development. Here are a few ways to take on the challenge. For example, one common critique of millennials is that they need exact details mapped out for them on how they can succeed and constant feedback along the way. While that may be a challenge sometimes, this is exactly the type of trait that can help us grow leaders.
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Inclusive culture starts with foundation, so don’t fall into diversity…
Simma Lieberman Business Management, Services & Risk ManagementIf you want to create an inclusive culture that lasts, you have to start with a strong foundation. Too often, organizations spend too much money on training without a clear direction, no defined measures of success, and no alignment with their short- and long-term culture objectives. While training is essential to increase diversity, create equity, and build inclusion throughout the organization, training alone is not enough for systemic change and to get the results you want. Working without a foundation and a road map is like building a house on quicksand. It won’t last.
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How to use negotiating to get what you want
Terri Williams Business Management, Services & Risk ManagementAccording to the Rolling Stones, "You can’t always get what you want." However, with the right negotiation skills, you just might find you get what you need and what you want. If you want to succeed in business — and in life — you need to learn how to negotiate successfully. Martin E. Latz, founder and CEO of Latz Negotiation, is an expert on this topic, and is the author of "Gain the Edge! Negotiating to Get What You Want." Latz has five golden rules of negotiation. MultiBriefs asked him to provide insight on the first rule: "Information is Power — So Get It!"
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5 business lessons from the NBA Finals
Linda Popky Business Management, Services & Risk ManagementThe three-peat was not to be. The two-time defending NBA champion Golden State Warriors, struggling to keep their title for a third straight year, lost to the Toronto Raptors in the sixth game of the recent NBA Finals. The Raptors stayed the course — with outstanding offense and defense — to win the franchise’s first championship. They played consistently well, limited the playing time of their key players during the regular season so they would be healthy for the playoffs, and handled everything the depleted Warriors team continued to throw at them. Here are five lessons from the NBA’s championship series for us in business.
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A bit of advice on how to manage a micromanager boss
Roberta Matuson Business Management, Services & Risk ManagementI was recently asked the following question: "What do you do if you like your job but your boss is a micromanager who doesn’t have a clue how to manage projects, and his boss put him in that position due to nepotism?" Micromanagement is about lack of trust. The person who is micromanaging doesn’t believe anyone can do something as well as he or she can. Once you understand this, you’ll be better able to manage a micromanaging boss.
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