How do you handle chronic mistake-makers -- especially those who treat their mistakes as something to be laughed at and overlooked? How can you get such people to recognize that there is a problem they need to correct?
Stories by Sue Young
Your subordinate approaches you with an idea and your immediate reaction is that it's a waste of time and won't work. But a colleague points out that a slight variation of the idea will save weeks of work and make your systems more user-friendly. Why does one person perceive opportunity where another doesn't? How can you keep yourself in a position to take advantage of the opportunities in front of you?