Interpersonal Skills

Gen Y Decoded: Insights and Tactics for Leaders

Today’s young workers are a new breed. Socio-cultural factors, such as the self-esteem movement and ubiquitous technology, shaped a generation that thinks differently than its predecessors. Leaders that adjust their communication styles and expectations will succeed in connecting with and motivating this group. Dr. Yarrow’s tips for effectively managing Gen Y include providing context, relevance, and purpose for their work.

Power: How to Get It, Use It, and Keep It

Getting a job, having control over your work, and holding on to a job all require more than simply excelling at what you do. They require an understanding of power. According to Professor Pfeffer, individual power comes from political skill, which is characterized by social astuteness, networking ability, interpersonal influence, and “apparent” sincerity. And power comes from knowing the rules of the game, recognizing the power of others, and—most of all—being willing and able to play the game.

Collective Leadership

Analyzing and increasing the understanding of who leaders need to work with, what they want to achieve, and how their people work together effectively enables leaders to act with accuracy to create the conditions for success.

Fear of Feedback

In most organizations, there is a two-way conspiracy of silence that subverts honest feedback and causes a downward spiral of maladaptive behaviors. Myra Strober and Jay Jackman detail a road map for moving out of the fear and anger that lie beneath these behaviors, and into a mode that encourages open communication.

Building Personal Networks

Networks can be powerful career tools, helping to drive performance and build influence. But they benefit organizations as well, enhancing productivity and improving communication between disparate business units and functions. Professor James Baron offers concrete suggestions for building an effective and efficient personal network.

Building a Feedback-Positive Organization

An effective leader must be prepared to offer timely and honest feedback, both to employees and to other members of the management team. David Brady examines what it takes to have a "feedback-rich" organization, while Scott Brady relates how feedback propelled his own organization through tremendous growth.

Good Boss, Bad Boss

Great bosses are self-obsessed—but not for egotistical reasons. The best are those who understand their people’s opinions of them and what it’s like to work for them.