If you’re normal, the biggest opportunity your team faces is trusting each other even more. Until they can say anything to each other, and everybody can listen open-mindedly and never ever take offense – until you build your team up to that level, they will perform below their potential.
If you’re going to be an effective manager, you need to get results from your people. That means knowing them well enough to manage each of them based on what works for them, says leadership expert Tom Cox.
One of the CEO’s deliverables is creating a culture. One way to strongly influence that culture is by the example the CEO creates when she sets goals — for herself or others. Leadership expert Tom Cox shows CEOs how to set goals and how to follow up on those goals to make them even more effective.
Companies doing business with China, as well as companies doing business with other companies that do business in China, should understand both the upside and downside potential for that country’s economic outlook. Portland economist Bill Conerly shares his view on what he thinks corporate executives need to know about the Chinese economy.
All top people have a disproportionately high impact on the culture you are creating — so as you recruit, you are actually creating the culture as well as looking for people who fit the culture. Leadership expert Tom Cox provides a lesson on how to recruit effectively.
The firing of UO president Richard Lariviere is a smoking-gun example of failed leadership by Chancellor George Pernsteiner. There’s a lesson here for everyone in business, says leadership expert Tom Cox.
Today the pressure is on for ever greater forecasting accuracy, yet the variables seem bigger and less predictable. Contributing writer Tom Cox explains how business can, and should, forecast more accurately.
Seasoned executive and turnaround expert Bob Papes has engineered five consecutive turnarounds of businesses in the $15 to $35 million range. What made Bob’s efforts successful? Bob uses one word: Team. Contributing columnist Tom Cox explains how to follow in Bob's footsteps.
During a recent meeting, contributing columnist Tom Cox noticed one attendee — an older, overweight guy — was speaking more “thickly” than usual. "It reminded me of some early stroke symptoms I’d read about. I had to decide — do I say anything? What do I say? How do I say it in a way most likely to encourage the desired behavior? And what if I’m wrong?"