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Managers accustomed to using certain practices are going to have to change their ways – and practices – if they hope to engage and retain Gen Y.

Sam Cawthorn, who lost his right arm after a near-fatal car crash, says struggling businesses have plenty to learn from his experiences. Amy Birchall reports

Less is more for Tim Ferriss. The author of the 4-Hour book series has become a global success thanks to his knack for self-promotion, feel for what's in demand and a hands-off approach to management.

Managing employees who remain after downsizing can be every bit as challenging as telling people they are no longer required. By Leon Gettler Rebuilding morale after a round of redundancies is one of the most difficult tasks for managers. Energy levels might have dropped and employees who survived the cleanout might experience what is referred to as "survivor syndrome". Their initial relief can turn into guilt at having kept their jobs while their colleagues lost out. Others can feel envious over their colleagues' severance packages or even their new jobs.

It might seem a tad morbid, but you should always be prepared for that dreaded tap on the shoulder. By Tom Skotnicki The recent election of a Coalition government may not provide sufficient stimulus to stop the tightening of Australia's job market, particularly with its announced intention to reduce public sector jobs. As job prospects wind down, more thought will need to be given by executives to exit strategies.

By Leon Gettler In the tough market conditions we are going through now, performance productivity and retaining skilled staff are more critical than ever before. In a difficult market, managers have to find a way to motivate employees without using money. For sure, cash will always be a major factor in motivating people and a solid compensation plan is critical to attracting and keeping key personnel. But additional cash is not always the only answer.

Companies spend millions of dollars a year on psychometric tests which measure personality types, learning styles and the personal preferences of their employees.

By Leon Gettler

Managers have the difficult task of overseeing diverse teams in the workplace. They have to find ways to make them as productive, creative and efficient as possible. They have to understand the way different office personality types operate, working out ways to motivate them and keep them working together.

By Leon Gettler Managing resistance to change is a challenging job. This resistance can be covert or overt, it might be organised or individual. Realising that they don’t like or want a change, some employees could resist publicly, or they could do it verbally. Some might just feel uncomfortable. They might do it through passive resistance.

By Leon Gettler Every acquisition looks great on paper. But studies show that most of them fail, usually because of poor cultural fit and bad implementation by managers. Buying a business or getting bought is difficult terrain to navigate. If it is done badly, without due diligence and careful planning, it will burden the business with horrendous costs. Done well, it is a win-win.