Analytical Skills 
Improve business decisions by learning how to gather, interpret and present data.

Develop specialized skills and strategies to help you assess patterns, identify relevant questions, gain data-driven insights and effectively share analytical information with others.

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Exorcising the "Boss From Hell"

You've just started a new position as the manager of a department, and your team seems edgy, hypersensitive and reluctant to talk to you. A palpable feeling of gloom and paranoia pervades your department. This situation might sound familiar to anyone...

Factors That Determine a Manager’s Level of Authority

Where does a manager’s authority in an organization come from? Officially, it is given to them by the company’s upper management.

Find Success by Thinking Like an Entrepreneur

How to find prosperity, success, and happiness by adopting strategies used by entrepreneurs.

Finding a New Way to Meet: 10 Pitfalls of Pitiful Meetings

10 biggest meeting pitfalls and strategies to avoid them.

Five Fundamentals for New Managers

Common sense tips to help smooth the transition to management.

Five Ways to Sabotage Employee Performance Management

Compared to some other countries, U.S. organizations' performance management systems aren't doing so well.

Fixing Performance Management

If you're a fan of irony, you'll love this one-performance management systems aren't performing so well. One recent study showed that only 6% of U.S. CEOs believe their organization's performance management (PM) systems are useful. And while updating outdated systems will improve the situation, many

Focus on the Gap, Not the Goal

A goal tends to push people away from the present and excites them to push forward. On the other hand, attention to a gap between what is and what could be motivates people to close that gap. Add a sense of urgency, and you have a strategy for...

Follow Your Stars to a Bright Future

Learn how to develop top performers.

Fostering Intrapreneurship: Think Like a VC, Act Like an Entrepreneu

After careers as both an entrepreneur and a venture capitalist, Jeffrey J. Bussgang concludes that the best managers ask: How do I get my employees to think like VCs (with a bias for analysis) but act like entrepreneurs (with a bias for action)?