August 27, 2002

How you time your public utterances can save your career.

One of the top salespeople at global software company was telling stories about his most glamorous, and memorable, sales calls. There was the jealous oil baron and his wife in

Canon has launched four new multi-function devices aimed at the small business, home business market. Its new ImageCLASS D620 combines high performance personal copier with laser printing, all in the

Hewlett-Packard is rolling out more than 14 new digital printing and imaging products, to cater for the increasing popularity of digital photography. IDC predicts that by 2005, more than 15

Two new-to-market digital cameras from Samsung, the Digimax 340 and 410, demonstrate the company’s intention to make digital photography accessible and affordable to the mass market. Massive growth is predicted

Toshiba was relative latecomer to the handheld PC market, but it has quickly made up for lost time. The tablet-style e740, Toshiba’s third Pocket PC release in 2002, is extremely

Jeff Shearer Shearer has been appointed as general manager group development of the Heritage Hotel chain in New Zealand. He retains his current responsibilities as general manager of the Heritage

Before you decipher the meaning of body language, you have to be looking for a specific message.

Risk is an ingredient essential to a healthy business. But are your managers risk averse? If they are, watch out.

It’s OK to manipulate your employees but only if it makes them richer, look good or feel they’re part of a team.

Leaders aren’t born – they’re created by crises.

On The Nose?

It was one of those restaurant meals where the ambience so carefully crafted by gracious staff, handsome surroundings, and talented chef is undone by the people seated next to you.

Praise is a great motivational tool. But it’s also a double-edged sword, and one edge can cut deep. Praise should be handed out as carefully as you hand out criticism.

There’s very smart and demanding mogul I know whose staff have coined nickname for him: Mr Migraine. The first time I heard it I debated telling him. I abhor disloyalty.

There’s something to be said for slightly underpaying employees. It means they stay with you for reasons other than just money.

A group of company executives in hospitality tent at major golf tournament was inspired to mirth the other day by the sour expression on the face of PGA professional as

Sometimes it starts with increasing revenues. But just as often, it begins with containing costs.

How to identify the most dangerous people in the workplace.

No one is perfect. We know that. So, your antennae should be up when you meet someone who claims a perfect track record.

It’s unpleasant, but someone’s got to do it – and sooner than later.

Sometimes there’s no benefit in trying too hard. Sometimes it’s better to take a nap or go to lunch.

When a deal begins to turn sour for no obvious reason, the answer usually lies in a mysterious and ulterior motive Ñ the hidden agenda.

I remember friend once haggling over personal services arrangement between celebrated mogul/philanthropist and sculptor seeking the commission to create bust of the mogul for the foyer of the hospital wing

Bosses rarely get the truth from people who have it Ñ precisely because they are bosses.

Why some clients stick with you and others are forever fickle.

Ask yourself the question: what should you do if you have just had the idea of a lifetime? Answer: read on.

On the whole, I’d rather be the boss than the bossed, the leader rather than the led. But being in charge is not bed of roses, and only those who’ve

Without a doubt, getting fired is the biggest shock in business. Whether you see it coming or not, I donÍt know anyone who truly believes it will happen to them until it happens.

Don’t follow the pack. Unconventional thinking isn’t just aesthetically appealing, it also has financial rewards.

Sitting on the fence can make you a target. Choose one or other side.

Although it seems that everybody now has an opinion on the Enron debacle, I still think that the business lessons to be learned have been slighted. In sense, what has

In many important situations IÍm always playing games of ñwhat if..î in my mind.

Colin James’ article on MMP’s instability is interesting and thought provoking (Management, July 2002). As political writer, Colin has only focused on the failure of MMP to achieve the political

As member of NZIM since 1978, I have been constantly pained by the preoccupation with measuring executive success by the size of the salary and car. At long last (Paying