“How many supervisors like to give performance feedback?” When this question was posed to over 500 leaders in one of the nation’s largest municipal water and power companies, a scant few raised their hands. When asked to explain why, the answers boiled down to three responses: “Because I don’t want to hurt their feelings,” “She’s my friend; I don’t want her to feel bad,” and “I don’t want to deal with the anger.”
Diversity is a wonderful thing. The benefits abound: a McKinsey study found that diverse boards of directors generate better returns and more money; a Tuft’s study concluded that diverse groups uncover more angles when serving on mock juries (which underscores the value all the more so); a combined study by Columbia, MIT, University of Texas-Dallas and Northwestern found that stock picks by diverse teams experienced 58%…
The ability to delegate is a key leadership competency. Yet, many supervisors and managers fail to do so. When asked why they don’t delegate the most common reasons are: “It’s easier to do it myself.” “It takes more time to explain what I want someone else to do than to do it myself.” “I can do it better anyway.” As challenging, and even…
Diversity is a wonderful thing. The benefits abound: a McKinsey study found that diverse boards of directors generate better returns and more money; a Tuft’s study concluded that diverse groups uncover more angles when serving on mock juries (which underscores the value all the more so); a combined study by Columbia, MIT, University of Texas-Dallas…
Diversity is a wonderful thing. The benefits abound: a McKinsey study found that diverse boards of directors generate better returns and more money; a Tuft’s study concluded that diverse groups uncover more angles when serving on mock juries (which underscores the value all the more so); a combined study by Columbia, MIT, University of Texas-Dallas…