Management Skills Daily

Given two buckets, most people pick up the near one and carry it farther. Managers do the same with their task lists, and an emergency room study shows what it costs.

Before approving more headcount for a busy service desk, I counted how many tickets should never have existed. A third of them. Here's how to find failure demand on your team.

Research on power shows managers get surer, listen less and read their teams worse after they're promoted. Five changes to watch for, and the simple moves that reverse them.

Managers who search for the best option on every decision pay for it in time, regret and team speed. Satisficing, set before you start looking, is usually the better standard.

Chesterton's fence is usually quoted as a reason to leave old processes alone. Read properly, it asks managers to find out why a rule exists, then make an honest call to keep it or remove it.

Managers explain their team's misses by personality and their own by circumstance. What the fundamental attribution error research actually shows, why the manager's seat makes it worse, and four...