Always share information with those who "need to know." If the information is sensitive do not sent it to those for whom it is "nice to know." If the information is not sensitive, be more open to sharing it with the latter group.

Some staff are loaded with work like a donkey, and more and more is piled on their backs. However, peaks and valleys of both work and stress make for healthier workers than a constant series of high peaks and continually higher plateaus.

Market forecasters cannot win. The best they can hope for is to place or show.

The most important challenges of your job may not be the ones you think they are.

Limit staff time spent on trade or professional association activities. It should rarely be allowed to exceed 10% of a person's job, unless it is their job.

A portfolio of projects should balance those of high, moderate and low risk, but this does not mean in equal numbers. The best balance will differ among companies and depends in large part on resources, executive personalities in terms of risk averse versus risk loving, and opportunities.

When dealing with regulatory agencies and the public it is always best to try not to bury issues or problems, but to be transparent and to discuss how you intend to deal with them and how you will keep them informed.

Anyone entering a crisis situation should remember the lessons from the Tylenol poisoning experience: be open, honest, and sincere.

Don't tell someone to do something ASAP without providing a specific deadline as some will interpret this request as "do it by next month" and others as "do it tonight, even all night if needed" and it may only be required in a week.

Learn the many ways to avoid playing "telephone tag," as that is a wasteful and frustrating game. For example, set a time for a call with the secretary or person involved by an email or fax, or put a proposal in writing if it is possible to avoid a call altogether.