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One of the more vexing problems most managers face every day is how to get involved in the work of their people without doing the work themselves or micromanaging those doing it. You can resolve this challenge with the same approach that we described in our   previous blog   — the technique we call Prep-Do-Review. In this simple but often forgotten action model, you think of every activity not as one step — doing — but three distinct steps:   prepare   to act,   act , and then   reflect   on the outcome and what can be learned from it. Last time, we focused on how you can convert everyday activities into tools for making managerial progress — moving toward goals, developing people, building a team, creating and sustaining a network, and all the other things managers are supposed to do but   never seem to have the time to do . Here we focus on using Prep-Do-Review with your people. Start by expecting your people to use Prep-Do-Review themselves...

"That was dreadful. Not only was I bored, everyone else was bored too. Disengaged. I'm terrible at facilitating these kinds of meetings. But they're so important. I've got to get better at it. I need to find a better way." I wrote that in a journal entry about seven years ago. I still remember the meeting that finally drove me to change how I run meetings. There were about 10 people involved — the CEO and his direct reports — and we met for two days offsite, in a hotel, so we wouldn't be distracted. The goal was to discuss and agree on our plans for the next year. A strategy offsite. I had prepared meticulously. I met one on one with each person on the team and collected their thoughts about the strategy of the company and what might get in the way of its successful execution. Using their input, I designed the flow of the two days and asked each person to prepare a PowerPoint presentation of the strategy for their area. The result? When each ...

Very few people succeed in business without a degree of confidence. Yet everyone, from young people in their first real jobs to seasoned leaders in the upper ranks of organizations, have moments — or days, months, or even years — when they are unsure of their ability to tackle challenges. No one is immune to these bouts of insecurity at work, but they don't have to hold you back What the Experts Say "Confidence equals security equals positive emotion equals better performance," says Tony Schwartz, the president and CEO of The Energy Project and the author of Be Excellent at Anything: The Four Keys to Transforming the Way We Work and Live . And yet he concedes that "insecurity plagues consciously or subconsciously every human being I've met." Overcoming this self-doubt starts with honestly assessing your abilities (and your shortcomings) and then getting comfortable enough to capitalize on (and correct) them, adds Deborah H. Gruenfeld, the M...

BUSINESS writers have always worshipped at the altar of success. Tom Peters turned himself into a superstar with “In Search of Excellence”. Stephen Covey has sold more than 15m copies of “The 7 Habits of Highly Effective People”. Malcolm Gladwell cleverly subtitled his third book, “Outliers”, “The Story of Success”. This success-fetish makes the latest management fashion all the more remarkable. The April issue of the Harvard Business Review is devoted to failure, featuring among other contributors A.G. Lafley, a successful ex-boss of Procter & Gamble (P&G), proclaiming that “we learn much more from failure than we do from success.” The current British edition ofWired magazine has “Fail! Fast. Then succeed. What European business needs to learn from Silicon Valley” on its cover. IDEO, a consultancy, has coined the slogan “Fail often in order to succeed sooner”. There are good reasons for the failure fashion. Success and failure are not polar opposites: you often need to endure...

How are those 2011 goals coming along? Probably not as well as you hoped. If so, you far from alone — in fact, studies suggest that more than half of the people who made New Year's resolutions this year will have broken them by now. Real change can be hard to come by, and it's tempting to want to start lowering expectations, or throw in the towel on your goal completely. But don't despair, because it's not too late to push the Reset button, and try tackling those goals again. This time around, you'll be better armed. Most of us place blame for our failures in the wrong places. We believe that we lack the talent, or the willpower, or some other innate ability, to get the job done. But one of the first things you learn when you study achievement for a living is that innate ability (to the extent there is such a thing) tells you nothing about your chances of reaching a goal. My own research, along with decades of other  scientific   studies  of motivation, paint a ve...