Marissa Mayer, Google’s employee #20 and the recently named CEO of Yahoo!, has spoken extensively about how she managed her teams and employees at Google. Here are four important leadership lessons from Mayer’s tenure at Google.
One of the big challenges in mastering our power of persuasion are the mental blockers - or “saboteurs” - that often get in the way and prevent us from reaching our full potential.
Almost every generation thinks that the generation after it is spoiled, lazy, and unappreciative. But there are many more who want to work hard, learn a lot, and earn their promotions. The trick is being able to tell the difference.
n today's war to attract talented employees, a company's culture has become synonymous with its brand — a beacon that can either lure or repel the best and brightest.
When it comes to feedback, there’s a huge discrepancy between managers and their teams. A growing number of organizations are acknowledging the importance from the old traditional performance reviews to real-time, constant feedback. A recent poll explained the feedback gap: 65% of employees said they wanted more feedback, while 58% of managers think they give enough. [...]
According to a recent Forbes article, the top reasons people leave all boil down to one: Top talent leave an organization when they're badly managed and the organization is confusing and uninspiring. In order to retain your best people, everyone in the organization needs to understand what their individual goals are, and how these goals connect with the larger goals of the organization.
