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Diane Byington, Ph.D.

You may or may not be responsible for a high level of tension among your team, but you will surely be blamed for it if it is unacceptably high to your team members. Managing the tension level in your team is a balancing act that requires finesse and constant...... Continue Reading →

Your most important management responsibility is to achieve team goals. As you know, in this current business environment where team members regularly resign or call in sick, the organization frequently changes direction, or budgets are slashed without...... Continue Reading →

It’s much simpler to continue doing something that is recognized as positive than it is to learn from one’s mistakes and change behavior. Therefore, if you want someone to continue doing good work, you will need to acknowledge what was good work. Providing...... Continue Reading →

A truism in the management/leadership world is that “People quit managers, not companies.” And the number one reason that people quit managers is because of poor delegation. Either the manager is overly controlling–not allowing employees to make decisions...... Continue Reading →

As a manager, you set the tone for your team’s performance. If you are enthusiastic about your work, you will probably generate a similar level of enthusiasm among your team members. If, however, you are tired and/or bored with your work, this lack of...... Continue Reading →

Even if your company sets the standards of performance for every job and provides data on every person’s activities, you, the manager, will need to monitor the standards on a regular basis and discuss them with your team members. The ability to set and meet...... Continue Reading →