individual performance / http://backend.userland.com/rss ÓĹĂŰ´«Ă˝WebTeam Some of the discoveries ÓĹĂŰ´«Ă˝made in 2015 about managers and their employees could shape workplaces for years to come. /businessjournal/187946/best-business-articles-2015-workplace.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/187946/best-business-articles-2015-workplace.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 31 Dec 2015 06:00:00 GMT Our unconscious gestures and expressions affect business, says MIT Professor Alex Pentland. In this interview, he describes what "honest signals" are, how they work, why they can't be controlled, and how these involuntary signals change our perceptions of risk, reward, and trust. /businessjournal/122711/Impact-Unconscious-Communication.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/122711/Impact-Unconscious-Communication.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 03 Sep 2009 15:00:00 GMT Self-branded people are of tremendous value to all kinds of organizations, according to a marketing expert. Indeed, he argues that constructing your personal brand may be the best thing you can do for your workplace and for yourself -- especially now. /businessjournal/121796/Value-Personal-Branding.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/121796/Value-Personal-Branding.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 23 Jul 2009 19:15:00 GMT Now is as good a time as any to be thinking about your personal brand identity. With so many people worrying about their real market value and millions looking for work, having a strong personal brand has become an urgent priority. /businessjournal/121430/Time-Brand-Yourself.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/121430/Time-Brand-Yourself.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 09 Jul 2009 16:30:00 GMT Almost daily, companies are cutting workers, and morale and productivity are suffering as a result. In this environment, a strengths-based approach is vital because it creates hope, opens the doors to untapped potential, and brings out the best in people and in companies. /businessjournal/117997/Strengths-Confront-Tough-Times.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/117997/Strengths-Confront-Tough-Times.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Mon, 27 Apr 2009 15:00:00 GMT This element is measured by the statement “In the last six months, someone at work has talked to me about my progress.” Some people think a performance review will suffice. But it’s not nearly enough, write the authors of 12: The Elements of Great Managing. /businessjournal/104644/Eleventh-Element-Great-Managing.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/104644/Eleventh-Element-Great-Managing.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 13 Mar 2008 05:00:00 GMT George Borst, president and CEO of Toyota Financial Services, had a daring plan for leading TFS through an expansion of its customer base and product line. But that required transformation in every aspect of his organization -- new people, infrastructure, knowledge, and skills. Some of the changes offered fresh opportunities, but others presented big problems. What's more, the expansion required Borst to discover new methods of leadership. Here's how he successfully transformed his organization -- and, in the process, himself. /businessjournal/104074/Toyota-Tackles-Audacious-Goal.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/104074/Toyota-Tackles-Audacious-Goal.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 14 Feb 2008 06:00:00 GMT Measured by the statement "I have a best friend at work," this element has proven to be incredibly controversial to executives. But those business leaders who think friendships are none of their business don’t understand human nature, according to the authors of 12: The Elements of Great Managing. /businessjournal/104197/Tenth-Element-Great-Managing.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/104197/Tenth-Element-Great-Managing.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 14 Feb 2008 06:00:00 GMT