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How Work Gets to Be FunSteve Berczuk writes that the idea of having fun at work is a frequently discussed—and important—topic. But happiness at work is not as simple a concept as it may first seem. How work gets to be fun matters. | 
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Manage Your Peers Across the Organization, Too People management is a critical piece in your soft skills portfolio, helping you grow in an organization regardless of domain, discipline, experience, or seniority. One area that is often neglected is peer management—also known as managing across. |
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Which Is Better—Performance Goals or Results Goals? Microsoft's recent move to abolish the employee stack ranking way of managing performance seemed to be a welcome move after using the anti-teamwork method for years. Anuj Magazine examines chasing performance goals versus results goals and highlights experiences at Microsoft, Apple, and Instagram. |
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How Not to Express Thanks in the WorkplaceExpressing gratitude in the workplace is important, but there’s more to thanking coworkers than just saying thank you—how you say it can make a difference. Don't single out one person in a group and don't belittle others when you acknowledge someone. For more tips, including note etiquette, read on. | 
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Have You Become Complacent at Work?Complacency refers to a feeling of satisfaction with the way things are, accompanied by a lack of awareness of potential or actual problems or dangers. Complacency signifies a missing spark. You can’t simply make it go away. Instead, you have to replace it with something equally powerful. |
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Building an Effective Mentoring ProgramWhen an effective mentoring program is implemented, the derived value is very high. Mentoring programs go a long way in building not just technical knowhow, but also great relationships and trust in the organization, creating a very positive workplace. Here are some tips on building a good program. | 
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What's below the Surface of the Agile Design Iceberg An iceberg shape represents layers of design abstraction, with a “watermark” showing the demarcation between what is made visible to users (the tip of the iceberg) and what is kept undocumented and internal to the development team (underwater). Who should be involved with what's beneath the surface? |
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Don't Just Work Longer—Work SmarterPeople who work long hours assume they're also working hard—but that doesn't mean they're working smart. If you have a lot to do, you want to work smart—not just work a lot. How do you discover how much time spent working makes you the most productive? Run this experiment and gather some data. | 
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