Online Articles

By Teresa Amabile and Steven Kramer

By Halley Bock, CEO, Fierce, Inc.

By Marcus Buckingham

By Chris Frederick Willis, CEO, Media 1

By Dr. James D. Kirkpatrick and Wendy Kayser Kirkpatrick The Challenge The training division of a federal agency was in trouble. In a conversation with their leaders, three increasingly common events were detailed:

By Michael Rich We all have seen it in the workplace: an employee so overcome with stress he or she struggles to complete work and becomes a distraction to others.

By Dan Cooper, CEO, ej4.com It was an impressive example of out-executing a competitor. On a Thursday, a distributor for a major consumer goods company found out a competitor was going to roll out a new product to grocery stores over two weeks starting the following Monday. The competitor was offering to buy an end-aisle display, and in return wanted the retailer to discount the new product 30 cents below cost. The competitor’s message was that the retailer would still profit from “market basket add-on” because of the draw of the product on sale.

By Jodi Glickman, President and Founder, Great on the Job There are two overriding goals of getting constructive feedback—they are both equally important, and neither trumps or negates the other: Make the feedback as useful as possible to you. Make the request as easy as possible on the person giving the feedback. Goal #1: Make the Feedback as Useful as Possible to You

By Shawn Achor If you observe people around you, you’ll find most individuals follow a formula that has been subtly or not so subtly taught to them by their schools, their company, their parents, or society. That is: If you work hard, you will become successful, and once you become successful, then you’ll be happy. This pattern of belief explains what most often motivates us in life. We think: If I just get that raise, or hit that next sales target, I’ll be happy. If I lose that five pounds, I’ll be happy. And so on. Success first, happiness second.

By Rajeev Peshawaria