October 12, 2006
This manager in India was faced with a poor-performing team and tremendous pressure to turn it around. To tackle this pressing problem, he took a surprising and totally unconventional approach: He fostered workplace friendships.
September 14, 2006
In this German plant, the responsibility for fixing a major manufacturing problem fell to manager Klaus Welte. He needed to assemble his team in the same way as the product -- each employee had to fit in his role and work flawlessly together ...
August 10, 2006
This supervisor in Poland had many obstacles to overcome, not least of which was being a diminutive woman in a paper plant dominated by burly men. What's more, a palpable malaise permeated the place. But by giving her employees something they ...
February 9, 2006
By aspiring to leave a positive legacy, T.G.I. Friday's manager Dennis Greer took a restaurant his company wanted to close and made it the most profitable in his region. Along the way, he changed some people's lives for the better. Greer's ...
October 13, 2005
How a focused and determined new manager of an underperforming hotel tightened expectations, showed the staff their potential, and turned the property's finances around.
July 14, 2005
The speedy and exhausting launch of a huge new Cabela's store could have destroyed the morale of its employees. But an exceptionally inspiring manager connected those employees to the store's mission, and the team overcame staggering challenges. ...
January 13, 2005
Why does it matter when a boss takes a personal interest in his employees? Just ask the people at a Qwest call center who once faced an uncertain future and, inspired by a great manager, turned it into the biggest and best site in the company.
December 9, 2004
The number-one reason people leave their jobs is because they "don't feel appreciated," according to the U.S. Department of Labor. What's a manager to do? Start by offering praise to employees that's individualized, deserved, and specific.
August 12, 2004
Soon after assuming responsibility for a Best Buy store, one of Eric Taverna’s big challenges was to harness the energy of his employees. His approach -- and its positive, long-term effects -- offer lessons to managers across all industries on ...
April 8, 2004
In today’s global economy, the only way to build sustained business success is through emotionally engaging customers and employees. But beware: Failure is guaranteed if you follow these four faulty assumptions.
