This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Have you ever worked for a manager that consistently helped you learn new skills and develop? A manager that took an interest in your career, challenged you to be your best, and believed in your potential to grow? That’s the kind of manager that most employees want to work for. In many cases, managers just don’t know how.
Instead of hammering me about it, Karin acknowledged it but helped us quickly move on. A good manager will make sure their “behind-the-scenes” staff are up-to-date and on board with the organization’s mission and values. Some time ago, I made what I considered to be a pretty substantial mistake with Karin’s work.
John Keyser of Common Sense Leadership defines emotional intelligence on The Glass Hammer blog as thatsomethingwithin us that helps us sense how we feel, enables us to sympathize with others, and gives us the ability to listen to other people when they need it. Some people are born with it, but others have to work to develop it.
4 Principles of Stress-Free Management. Click the link above to read 4 key tips for stress-free management from Rene Shimada Siegel of Inc.com. The Glass Hammer shares the story of Karen Wimbish whose career soared after her children had grown. Get the rest by following the link above.
He refused to be blocked by the brick wall that separates management from union in most companies. In fact, it was Ronnie who took a sledge hammer to that wall and turned it into rubble. Bruce, a Marketing Manager who struggled with detail, flourished as a creative resource.
Beate Chelette shares the following insights on The Glass Hammer regarding leadership models: “For the longest time, most successful women have adopted one of two main business leadership styles because there have been no other models. These are the women who will remain their entire lives in management positions and never advance.”
Beate Chelette shares the following insights on The Glass Hammer regarding leadership models: “For the longest time, most successful women have adopted one of two main business leadership styles because there have been no other models. These are the women who will remain their entire lives in management positions and never advance.”
If your biggest strength is your technology or IP differentiation, you better have a simple visual, which makes it easy to understand while also hammering home your IP is so important. Spend more time on this “killer slide” and hammer in the point. Sometimes, the “big strength” is a product demo, which isn’t in the slides at all.
Getting executives into a room and hammering out a contract doesn''t make a deal. Not only will we uncover potential hitches but managing the critical buzz is much easier. And the vagaries of inventory management, pricing, and product placement had already been solved by the vendor as well. Don''t figure it out.
When I was a CEO, I managed to squirrel away a “rainy day” fund for nasty business blips. In a crisis, whether short or long-term, the most senior people in the organization need to step up and offer innovative solutions to the issues hammering the bottom-line. At best, they are managers. Those who can’t do this are not leaders.
I don’t model the ease and beauty of playing that you might see in a true guitar master like Eric Clapton or Jim Croce (yes, I am showing my age), I can manage to, generally, make sounds that resemble music. I have even learned what it means to hammer on and pull off. I know how to make my left hand create a number of chords.
A few weeks ago, I was in a conversation with a group of senior managers when one of them told a story that put what has come to be known as The Great Resignation in sharp relief. The exhaustion and burnout have an impact on everyone – executives, managers and team members alike. Where do you fit in?
One of the ways that a good leader can help bring about personal transformation is by being a Velvet Hammer. For example, consider the story of a middle manager whose boss, one of the most respected people in the company, gave him some tough feedback that most people wouldn’t have the courage to give. You’re becoming a brown noser.”
In my hands, a hammer was a dangerous tool capable of putting holes where holes shouldn’t be, and bashing fingers into submission. I didn’t need a hammer! It was a two week project, and it was one of the longest two weeks of my life. I have absolutely no aptitude for carpentry. Because numbers I could work with.
Senior and middle managers are REALLY good at figuring out what’s “real” and what’s not. Their boss is always hammering, er…, asking them about it. Pity the manager who keeps showing up with unprepared and can’t get on board; it’s not a pretty sight. They may be chickens (involved), but they’re not pigs (committed).
Experimenters showed peasants drawings of a hammer, a saw, an axe, and a log and then asked them to choose the three items that were similar. If pressed, they considered throwing out the hammer; the situation of chopping wood seemed more cogent to them than any conceptual category.
Here is an excerpt from a profile of Aine Leddy (Executive Director, Investment Management Technology, Morgan Stanley) written by Melissa J. Anderson (New York City) for The Glass Hammer (January 24th, 2011), an online community designed for women executives in financial services, law and business.
Here is an excerpt from an article written by Henna Inam (a CEO Coach) for The Glass Hammer, an online community designed for women executives in financial services, law and business. Visit us daily to discover issues that matter, share experiences, and plan networking, your career and your life.”
Here is an excerpt from a profile of Jo Alma (Managing Director and Head of IMD Technology for Europe and Asia at Goldman Sachs) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business. Visit us daily to discover [.].
Business process improvement was revolutionized when Dr. Michael Hammer introduced the international best-seller Reengineering the Corporation. Dr. Hammer’s research and teachings focus on how to transform business operations; his work is relentlessly pragmatic and immediately applicable. But what are business processes?
Instead of hammering me about it, Karin acknowledged it but helped us quickly move on. A good manager will make sure their “behind-the-scenes” staff are up-to-date and on board with the organization’s mission and values. Some time ago, I made what I considered to be a pretty substantial mistake with Karin’s work.
Here is an excerpt from a profile of Sarah Sherber (Managing Director, Head of Securitized Products IT and Cross Product Operatiins Technology, Barclays Capital) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
You don’t have to be in or near the field of change management long before you hear a daunting statistic: 70% of change initiatives fail. It’s mentioned in passing as a fact in most change management books and articles nowadays. Is change management challenging? A few have been utter failures.
Here is an excerpt from a profile of Yolande Piazza (Managing Director, Global Consumer Technology, Citi) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Jennifer Fitzgibbon (Managing Director, Treasurer, Americas, RBS Global Banking & Markets) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Liv Sandbaek (Managing Director, Technology, Accenture) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Augusta Sanfilippo (Managing Director, Cash Securities Operations IT, Citi) written by Melissa J. Anderson for The Glass Hammer, an online community designed for women executives in financial services, law and business.
When I was a CEO, I managed to squirrel away a “rainy day” fund for nasty business blips. When business goes sour, whether short or long-term, the organization’s most senior people need to step up and offer innovative solutions to the issues hammering the top and bottom-line. At best, they are managers.
Here is an excerpt from a profile of Stephanie Ruhle (Managing Director, Reationship Management, Deuts he Bank)written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Joanna Cound (Managing Director, Government Affairs and Public Policy, BlackRock) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Asahi Pompey (Managing Director, Compliance, Investment Banking, Goldman Sachs) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Lis Brown (Application Management Outsourcing Lead, Accenture) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
The businesses that fail to manage cash flow effectively are often doomed to failure. Read on to find out why cash flow is so important and how you can manage it effectively. Cover debts and protect your business credit – Proper management of your cash receipts means you’ll always be able to pay your debts and suppliers on time.
Anderson (New York City) for the The Glass Hammer ‘s “Featured Mentors” series. The Glass Hammer, an online community designed for women executives in financial services, law and business. Here is an excerpt from an article written by Melissa J.
Here is an excerpt from a profile of Joan Steinberg (Managing Director and Global Head of Philanthropy) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Tarazeta Huntley (Managing Director, Audit & Risk Review, Citi) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
And top-down, hierarchical leadership styles can still be effective for managing an organization, especially those that mass-produce specific products. Here’s where it gets sketchy… When left to their own devices under stress, these hammer-dropping leaders will lack the emotional intelligence to influence those they lead.
He refused to be blocked by the brick wall that separates management from union in most companies. In fact, it was Ronnie who took a sledge hammer to that wall and turned it into rubble. Bruce, a Marketing Manager who struggled with detail, flourished as a creative resource.
Here is an excerpt from a profile of Yaarit Silverstone (Managing Director, Talent & Organization Performance, Accenture) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Alison Rose (Head of Cofrporate Coverage and Client Management, EMEA, Global Banking & Markets, Royal Bank of Scotland) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Deborah Kaye (Managing Director and Senior Managing Counsel, Bank of New York Mellon) written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from a profile of Stephanie Niven written by Cleo Thompson (London), founder of The Gender Blog, for The Glass Hammer, an online community designed for women executives in financial services, law and business.
Here is an excerpt from an article written by Elizabeth Harrin (London) for The Glass Hammer, an online community designed for women executives in financial services, law and business. Visit us daily to discover issues that matter, share experiences, and plan networking, your career and your life.”
If you’ve done a good job of staying engaged with your people throughout the year, you shouldn’t have to use the annual review to deliver a surprise message or drop the hammer about something that didn’t get done. First, make the process more prospective and less retrospective.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content