The right way to be fired.

Nearly all of us will lose our jobs sometime, but is there a right way to be terminated? What differentiates fired employees who make the best of their situations from those who do not? One answer is mind-set. Many workers unconsciously hold a "tenure mind-set," believing in the promise of employment security. By contrast, other workers hold an "assignment mentality," seeing each job as one in a series of impermanent, career-building stepping-stones. Most corporate board members and CEOs have this latter mind-set and consider their executives to be filling terminal assignments; people who possess this mentality usually rebound swiftly when fired. But when employees who hold a tenure mind-set are suddenly fired or laid off, the authors say, they can fall into three common traps. Executives who have overidentified with their jobs and feel indispensable to their organizations get caught in the "lost identity" trap; they react to termination with anger and bitterness. In the "lost family" trap, employees possess tight-knit, emotional bonds with coworkers. When terminated, they feel betrayed and rejected. And finally, some introverted executives fall into the "lost ego" trap; they quietly retreat without negotiating fair termination packages and may settle for less satisfying work the next time around. To prepare for the eventuality of termination, the authors suggest that executives adopt the assignment mind-set at all times. They should keep their social networks alive, include a termination clause in employment contracts, and consider hiring an agent. If warning signs warrant, they might even volunteer to be terminated. By assuming control over the way they are fired, people can gain control over their careers.     

We don't need another hero

Everybody loves the stories of heroes like Martin Luther King, Jr., Mother Teresa, and Gandhi. But the heroic model of moral leadership usually doesn't work in the corporate world. Modesty and restraint are largely responsible for the achievements of the most effective moral leaders in business. The author, a specialist in business ethics, says the quiet leaders he has studied follow four basic rules in meeting ethical challenges and making decisions. The rules constitute an important resource for executives who want to encourage the development of such leaders among their middle managers. The first rule is "Put things off till tomorrow." The passage of time allows turbulent waters to calm and lets leaders' moral instincts emerge. "Pick your battles" means that quiet leaders don't waste political capital on fights they can't win; they save it for occasions when they really want to fight. "Bend the rules, don't break them" sounds easier than it is--bending the rules in order to resolve a complicated situation requires imagination, discipline, restraint, flexibility, and entrepreneurship. The fourth rule, "Find a compromise," reflects the author's finding that quiet leaders try not to see situations as polarized tests of ethical principles. These individuals work hard to craft compromises that are "good enough"--responsible and workable enough--to satisfy themselves, their companies, and their customers. The vast majority of difficult problems are solved through the consistent striving of people working far from the limelight. Their quiet approach to leadership doesn't inspire, thrill, or provide story lines for uplifting TV shows. But the unglamorous efforts of quiet leaders make a tremendous difference every day in the corporate world.     

The job no CEO should delegate

In 1991, AlliedSignal was in poor shape: morale was low, operating margins were lower than 5%, return on equity was only 10.5%, and--most troubling--the operating management team was weak. But by 1999, when AlliedSignal merged with Honeywell, it was a strong and thriving business. Operating margins had tripled, return on equity stood near 28%, and it had a top-notch management group. How did the company right its course? Larry Bossidy, CEO of AlliedSignal from 1991 through 1999, believes the turnaround was made possible by a dramatic improvement in people processes. And the extraordinary amount of time and emotional energy he put into evaluating, recruiting, and developing great managers-tasks that most CEOs delegate--was the key to this process improvement. In this First Person article, Bossidy explains why he believes the interview "is the most flawed process in American business." He talks candidly about how he assesses candidates and what types of questions he asks references. He also describes the four leadership traits he looks for when evaluating job candidates: first, the ability to execute--that is, being able to turn ideas into reality. The second trait is what Bossidy calls "a career runway." When Bossidy hires someone, he wants to hire him or her for this job and the next job, never for the person's final position. A third quality is a team orientation--good leaders are able to work well with others. And the fourth quality is having a wide range of experience. To build their skill sets, Bossidy tries to ensure that up-and-coming executives sit in many seats en route to leadership roles.     

The leader as lobbyist

Guidant's Ginger Graham argues that senior executives are actually better prepared than most lobbyists to inform and educate members of Congress about the issues that will affect their businesses.     

Doppler echocardiographic changes found in diastolic dysfunction

Diastolic dysfunction may be associated with increased morbidity and mortality. In this article, an overview of the pathophysiology of diastolic dysfunction is discussed and the findings of Doppler echocardiography used to aid in its diagnosis are reviewed.     

Tax Level and Tax Internalization Effects on Union Wage Bargaining

High taxes and generous social benefits are often blamed for causing unemployment. The conventional view is that if taxes on labour are (too) high, jobs will be lost and that generous social benefits will exert an upward pressure on unions' wage claims. In the case where unions co-ordinate their wage bargaining strategy, this need not be the case. A simple model is used to illustrate the effects of the tax rate level and tax internalization on unions' wage bargaining strategy. A high marginal tax rate along with endogeneity of the average tax rate shifts the union's trade-off between wages and employment in favour of the latter. These shifts may have contributed to the success of the so-called polder model or tulip model of the Netherlands.