“What Great Bosses Know”: Practical advice for managers & leaders from Jill Geisler.
Some of our best ideas come when we’re taking a break from concentration. At least, that’s what recent research says. Since the concept for this column coalesced while I was sweating my way through a Zumba class, I’m prepared to … Read more
As I led a workshop this week for a group of experienced editors, I began with a wish for them: “May you think like a new manager.”
The concept was fresh in my mind, having spent the previous week leading … Read more
I believe there’s a bounty of buried treasure in organizations: ideas, solutions and talent that lie untapped. Among the reasons: management fails to recognize the potential in employees or even discourages their aspirations.
But let’s not pick on bosses today. … Read more
At this time in 2011, I was eagerly awaiting the New Year. My dream of publishing a book for managers would be realized in June. In that book, amid the advice and research, would be stories from my personal experience. … Read more
As we cross the threshold from off-duty to on-the-clock when entering our workplaces, we ask ourselves, “How much do I matter here? Is my work respected? Am I growing and learning? Do my ideas make a difference?”
I call those … Read more
What sets the most successful managers apart from others? You might be an expert in your field, even the smartest person in the room — but that’s no guarantee of success. You need an array of skills that are particularly … Read more
I have to confess. Were it not for a desk calendar that highlights various holidays, I’d never know that Tuesday, October 16 is “Boss’s Day” in the United States. It’s an occasion that’s never been on my radar.
I also … Read more
Jill Geisler delivered the commencement address to this year’s graduates of Duquesne University’s School of Leadership and Professional Advancement, where she received her master’s degree in 2004. This is an adapted version of her speech.
Because I sat where you … Read more
The Freeh Report is a chilling indictment of the leadership at Penn State. People at the top build, sustain or change organizational culture, and clearly, Penn State’s needed a radical change. It took a tragedy to make people believe it.… Read more
It ranks among the least appealing but most important management duties: conducting tough talks with employees. Bosses are required to hold people accountable, let them know what’s expected of them, and keep them informed — even when the news isn’t … Read more