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Harvard Business Review
Most seasoned managers know how to handle formal negotiations at work — with clients over contracts, with bosses over budgets, with employers over compensation. But what about all the opportunities for informal negotiations that arise? In this in-depth article, learn how to recognize and seize chances to move into a better role, change an untenable situation and ensure that you get credit for extra work.
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Forbes
Google is building bosses that are so good, they're unforgettable. And why do they do it? In the words of Laszlo Bock, Google's SVP of People Operations, "Our best managers have teams that perform better, are retained better, are happier — they do everything better." Indeed they do. Unforgettable bosses change us for the better. They see more in us than we see in ourselves, and they help us learn to see it, too.
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Need help writing your AFG proposal? Find out how Grants Office can put a 15-year track record of supporting firefighters to work for you! MORE
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By David Cain
 What's cheaper — fighting a fire or preventing one? While the answer is obvious, the same line of reasoning somehow seems to elude fire departments when it comes to maintenance of their apparatus and equipment. Why? In part, it's because of the proverbial "head in the sand" mentality to ignore issues that aren't imminent threats. Adding to the mix is the workload of today's firefighters, who generally are focused most on acute challenges, not potential problems.
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Fast Company
Great leaders boast a range of skills and traits, but one of the most underrated is a keen grasp of psychology. When you understand what motivates people's actions and perceptions — for instance, why they respond in particular ways in certain situations, or the reason why they're procrastinating — you can adjust your management style to address the causes of those issues, rather than just their symptoms.
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The TSI PortaCount® Respirator Fit Tester is a professional grade quantitative fit testing instrument that has been keeping firefighters safe since 1987. MORE
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Terry St. Marie More Human Leadership
There comes a time in a more human leadership journey where something radically changes. The focus of our effort makes a major progression forward that, once accomplished, propels us to greatness. On the other hand, if this progression is not made, we'll be doomed to mediocrity or outright failure. What is this progression? It can be summed up with simple little pronouns.
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CEO.com
Conventional wisdom says, "10,000 hours of deliberate practice will make you world-class." A recent study from Princeton debunks this theory. This is great news for leaders. If you do the math, you'll probably decide you don't have 10,000 hours available to devote to deliberate practice, yet you still want to excel. Is it possible to succeed without a lifetime of practice? Yes.
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Harvard Business Review
To find their way in societal shifts, leaders cannot rely on static maps, nor can they hope to manage complexity through fixating on the details. To do so would be to fall into the trap described by Jorge Luis Borges and Adolfo Bioy Casares in their 1946 short story "On Exactitude in Science," in which empire cartographers draw up a map so detailed that it ends up covering the whole territory and leads to the downfall of the empire. It's a story of absurdity and unintended consequences, surely two things leaders today can appreciate.
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About.com
Existing businesses are facing disruption at all levels. Younger employees are not satisfied with just a "job," but rather, want work that allows them to be involved and included in decisions. Traditional command and control leadership models are floundering, unable to adapt to the need for more collaboration and inclusion. Flattening organizational structure is all the rage these days, but until we move beyond some of our long cherished myths about what it means to be a leader, it will be difficult to truly generate change.
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