In tough economic times, it’s critical to remember the new rules of the workplace, says communication and leadership coach Peggy Klaus. Consider these three rules:
You probably know how to make a case for a raise: by touting the tangible ways in which you’ve added value to the company. But once you’ve asked your boss, he or she will probably respond in one of three ways. Here’s how to handle each possible response and move the conversation toward your ultimate goal: getting a raise.
Why do some people always seem to be successful at getting what they want? It’s their use of the power of persuasion, says Laurie Puhn, author of Instant Persuasion.
Knowing what you want from your career or personal life is step No. 1. Once you’ve set your goal, it’s time for step No. 2: achieving it. Here’s how.
The No. 1 reason people quit their jobs? Excessive stress, says a recent study of 93 large companies. Take action before you feel so overwhelmed. Try these easy stress-busting techniques from Tevis Gale, career coach and head of the consulting firm Balance Integration.
Every year, you probably receive (or help write) your performance evaluation. But have you evaluated your job lately? Workplace coach Joan Lloyd suggests asking yourself these questions annually:
Whether or not you’re actively looking for a job, it pays to ratchet up your professional image outside your office. (After all, you never know who might google your name.) For that, the e-portfolio can be your most powerful tool.
About 70 percent of American workers sit on the job. That helps explain the explosion in neck and back pain complaints among employees in recent years.
Work with a shameless self-promoter? You know, the one who shows off relentlessly and even takes credit for things you’ve done? Here’s how to handle the situation.
Want to be the sort of customer who gets priority treatment? Who regularly gets a supplier to lower their price when your exec asks for budget cuts, or compels the barista to add more whipped cream to her mocha lattés? Stick to these five behaviors that, in vendors’ eyes, make for a good customer, says Harvard Business School professor John Quelch.
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