1. You’re fortunate we gave you a job. Few companies would have the patience and time to invest in you. Don’t make your employees feel like burdens. Encourage them to be better, but don’t condemn them for their shortcomings.
2. You look really good for your age. Beyond the legal issues this brings up of ageism, it’s in very bad taste to give such a backhanded compliment.
3. If you don’t like this job, there are plenty of other candidates standing in line. You’re lucky to be employed. This is a morale killer. If an employee feels like their job is in peril, they’ll be far more distracted at work and will likely start looking for a job elsewhere. ...
- Make sure you really need a meeting before scheduling it. Could this be resolved by 10 minutes on the phone or via email instead?
- Every meeting should have a purpose: You either need to make a decision or complete an action together. Giving an update can almost always happen by email.
- Do not schedule more time than you need. Most meetings are scheduled for a full hour, when they should be 20 minutes, 30 minutes, or 45 minutes—max. ...
3. Harvard Business Review on The Rise of Compassionate Management (Finally)
... How you think is often more important than that you think, or even what you think. The characteristic separating the good from the great, the highly successful from the folks who are just getting along, is their ability to think about themselves as successful even while on the journey to greatness -- however "greatness" is defined for you.
An important skill is to think without acting: To plan. What do you want to be known for? What do you want to do? What is possible? Change begins with what you tell yourself and others. Change your outlook and you change what is possible. ...
5. I've linked this before but it needs a reprise: "Why I Think Nonprofits Should Act More Like Businesses"(While is understanding of Puritan history is a bit misguided, his overall take is very good.)
7. Why Amazon Hides Its Cheapest Price (and Where)