Stop regretting your Career Decisions

"I should have never chosen this field." "I should have left my job long ago." It's no fun to lament over decisions you've made in your career. Instead of letting remorse suffocate you, face it head on:

• Get input. Ask some trusted friends to brainstorm ways to think differently about your regrets. Choose confidants who are imaginative and positive — not cynical and snarky.
• Ask "what if" questions. Using the input you got, formulate questions that help you view your career from a fresh angle. For example, if you regret going into PR, you might ask yourself: What if I did PR for a cause I believed in?
• Explore ideas to act on. Look deeper into a few of your "what ifs." If you find yourself getting excited about one possibility, keep working on it until it pays off.

MOST TEAMS UNDERPERFORM. YOURS CAN BEAT THE ODDS.

Assemble and steer teams that get results.

Motivate large, diverse groups to tackle complex projects Increase groups' emotional intelligence Reverse the fortunes of a struggling team Prevent decision deadlock Extract results from a bunch of touchy superstars Fight constructively with top-management colleagues Ensure productivity in far-flung teams

What You Can Do To Prevent Layoffs

Are layoffs just a fact of life? Or are they avoidable? Sure, few managers have a say in whether their company will lay off employees, but there are some things you can do to reduce the likelihood:

• Watch out for complexity. Organizations have a tendency to grow, adding unnecessary layers, positions, and locations. Whenever possible, advocate for keeping things structurally simple.
• Phase out products and services. Outdated products and services can eat up costs and require expensive infrastructure. Eliminate the ones that have outlived their value.
• Concentrate on the future. Focusing on short-term revenues can build up costs (and people) that provide results today but cannot be sustained in the long-term. Don't just invest in current operations.

Position Your Start-Up for the Long Term

When starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges. There are three things it’s critical to get right: 

• Co-founders. The natural inclination is to co-found with family or friends. But these relationships can be fraught. Plus you’re more likely to have similar perspectives. Look for partners who bring complementary skills and assets.
• Roles. Most founders want a C-level title. After all, they were there from the start. But choose roles that reflect the actual work each founder will do, not the fancy title he wants to show off.
• Rewards. One of the biggest questions for start-ups is how to split equity ownership. A handshake on 50/50 will not do, because almost all new companies will have a major change in strategy or founder involvement. Negotiate an arrangement that can change when circumstances do.

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