Recent high-profile sexual harassment cases in the US raise the question: Are these unusual situations, or more common than we think? Loyola's leadership expert Jill Geisler shares research that shows the problem is real and more prevalent than you'd hope. She also shares tips for combatting it.
You want to be seen as a team player, a go-to person. But what if your boss or teammates "go-to" you too much? Jill Geisler helps you determine what extra work is important to embrace and what to avoid.
Conferences and other educational events are a part of our lives - but too many fall into the same old pattern: People sit in a row on a panel and talk at the audience. *Yawn*
It's important to both give and get credit in the workplace. But when someone else is being lauded for your idea, you don't have to sit and stew about it. Loyola's leadership and management expert Jill Geisler shares how to communicate so that the credit returns to its rightful owner.
Social media is a part of our personal and professional lives. Jill Geisler shares research on how employees are using it at work and how employers can help them do so with a great outcome for everyone. Hint: Be a social media coach, not a cop.
Don't give up! Your employees are sending you a message that Jill Geisler can help you translate. She points you to three things that you can address to solve the problem and show you've heard the message.
Sadly, there are managers who practice sexual harassment, unethical or illegal conduct. When you are the victim - or even the witness - you are in a tough spot. Jill Geisler walks you through how to take the high road and protect yourself while combatting the misdeeds.
Good managers care about the impact they have on others. They want to know they are, in fact, doing well in their efforts to lead. But how can they know for sure they are succeeding? Jill Geisler shares 12 key signs. Each is practical and applicable to any workplace.
Managers differ in many ways, but most share one belief: they don't want to be blindsided by important news that their staff could have shared with them. Jill Geisler shares insights into the importance of learning what constitutes a surprise - from your manager's perspective - and how important that knowledge is to your ability to "manage the boss."