Management is all about connecting with the people on your team. So how do you effectively manage a team?

With common knowledge, of course. These are a few back-to-basics rules that will help you develop management skills that really matter. Like it or not, your body speaks volumes, even when you are silent. Here's how to express an attitude that's appropriate for a leader.

Body Language

1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence. 2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide. 3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating. 4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you're interested and also gives you a sense of confidence. 5. Sit up straight. Even if you're at an 8 a.m. meeting and feeling tired, it's important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness. 6. Face the person you're talking to. This shows you are interested and engaged in the conversation. 7. Shake hands firmly. For many, a handshake is a reflection of the person you're shaking hands with. You don't want to come across as unsure or overbearing, so make sure yours is professional and confident. 8. Always smile. Smiles are contagious and will make others feel positive when you're around. 9. Look your best. You don't have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you're perceived. 10. Walk confidently. Keep your head up and take even strides. No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.

Meeting Deadlines

11. Only promise what you can realistically deliver. Don't create deadlines that you know you can't meet. By only promising what you know you can do, you'll be able to finish on time. 12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy. 13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job. 14. Delegate tasks. Spread work among your employees in a way that doesn't leave anyone overburdened while also allowing the project work smoothly. 15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone. 16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it's completed on time. 17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities. 18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information. 19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked. 20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you're staying on schedule and that all of your employees will be clear about how and when things should be done.

Getting Along with Employees

A happy

office is a productive one. Everyone will be more cheerful if you follow these simple rules. 21. Don't make your employees come in on days they're normally not scheduled to work or call them while they're on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way. 22. Don't play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally. 23. Give credit when it's due. Don't take credit for your employees' ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy. 24. Don't micromanage. While it's fine to keep up with what your employees are working on, don't constantly look over their shoulders. 25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional. 26. Don't interfere with employees' work. If your employees are getting work done, don't stress about how it gets done. Even if it's not being done they way you'd do it, it's best to let employees use their best judgment. 27. Don't push unreasonable deadlines. You don't want to spend all of your time at the office, and neither do your employees. 28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits. 29. Keep work about work. Don't require employees to run your personal errands. Take care of your own personal business or hire an assistant. 30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it's noted and appreciated. 31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling. Being a good manager isn't just about what you can encourage other people to do, it's also about managing your own performance.

Manage Yourself

32. Be accessible. Don't hole up in your office all day come out and visit with your employees. Let them know that they can always come to you with problems and concerns. 33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes. 34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own. 35. Know there's always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn. 36. Improve your skills. Learning is a lifelong process. You're never too old to take a class or ask a co-worker to help you improve your knowledge. 37. Explain things simply. Don't use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need. 38. Instruct rather than order. You may be the boss, but you don't have to be bossy. You'll have more success if your requests are more tactfully delivered. 39. Include your staff in your plans. Don't make your work top secret; let your employees know what's going on and how they are expected to contribute. 40. Know your subordinates' jobs. You don't want to be caught with inferior job knowledge. 41. Be flexible. It's fine to be firm in what you expect, but allow for flexibility in how it gets done. 42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage. 43. Know your limitations. You can't be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can't do.

Boosting Productivity

Getting the most

out of your day can be difficult with a busy schedule, but you can use these tips to help you maximize your time in order to be better available to employees. 44. Get the most out of meetings. Be organized and prepared for meetings to increase effectiveness and time savings. 45. Focus your energy on things that matter. Don't let trivial tasks take time away from things that are really important. 46. Identify your time-stealers. Everyone has little things that detract their attention and make them lose focus. Figure out what these are and work to eliminate them, if only for a few hours a day. 47. Be punctual. Being on time is a big deal. Never keep people waiting for appointments or meetings if you can help it. 48. Respond to your correspondence within a reasonable amount of time. You don't have to be chained to your inbox, but make sure you respond to emails within a few hours whenever possible. 49. Do only what is necessary. There are times when going above and beyond works, but doing so on a daily basis can derail your progress on more important issues. Get the key things done first, then see if you have time for additional things. 50. Stick to schedules and routines. While they may not be the most exciting things, schedules and routines can help streamline and improve your productivity. 51. Organize and manage your schedule. Use any tools and utilities you have at your disposal to prioritize your day and keep track of what you need to get done. 52. Plan more than you think you can do. While this may sound stressful, it can actually be a great motivator. If you manage to get everything done, you'll enjoy a great sense of achievement. 53. Get to work early on occasion. Sometimes an uninterrupted half hour in an unoccupied office can help you get key things done or allow you to plan your day before there are any distractions to slow you down. 54. Know that sometimes stress is good. While too much of anything, especially stress, can be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get more done. 55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out of the way earlier in the day. After that, everything else will be a breeze. Whether you're a business owner or a manager, staying on top of tangible items is vital to success. These tips can help you keep track.

Managing Finances and Resources

56. Set up a realistic budget. While it's good to be optimistic, don't plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well. 57. Save costs where they matter the most. Don't just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements. 58. Spend only when it's necessary. Don't spend if you don't need to. Every bit you save goes toward your profit. 59. Find alternative sources of finance. Sometimes even successful businesses need a little help. Business loans and investors can help you through leaner times. 60. Stay true to your contracts. Not only will you gain the respect of your clients, you'll also avoid legal battles that can be a serious financial drain. 61. Make sure employees are well compensated. Employees deserve to be rewarded for hard work. Make sure yours are well compensated for their time and they'll be more productive and happier to come to work. 62. Learn to do more with less. Quality is much more important than quantity, so make what you have count. 63. Assign equipment wisely. While it might be nice for every employee to have a PDA, budgetsoften don't allow for such conveniences. Make sure the employees that need tools the most have access to them. 64. Invest in solid technology. This doesn't always mean the latest technology, but what your office needs to do work effectively. 65. Update when necessary. Using obsolete equipment and programs can really slow you down. Update when it makes sense so you won't get left behind by competitors. 66. Don't be wasteful. Every sheet of paper, paper clip and pen is a cost on your budget. Use

materials wisely and don't waste them out of haste or carelessness. Whether you're a business owner or a manager carrying out a project, one thing is always the same: The client is dominant voice in decision-making. Learn to communicate with them effectively and you'll set a good example for the people you supervise.

Communicating with Clients

67. Remember that the customer is the boss. At the end of the day, your job is to make the customer happy. Act accordingly. 68. Differentiate your products. Don't get lost in a sea of products and services like yours. Make sure you stand out from your competitors. 69. Retain customers as much as you recruit new ones. While you always want to bring in new business, it's very important to maintain relationships with loyal customers. 70. Provide effective channels of communication. Make sure your clients can contact you easily and quickly if they have a problem, concern or question. They can also provide a valuable source of feedback. 71. Maintain customer data. Use this data to make your customers feel special by remembering occasions like birthdays and anniversaries. It's also helpful for keeping track of purchasing preferences. 72. Segment your customers. Not all customers are alike. Divide your customers into groups that allow you to provide attention and services that meet each customer's unique needs. 73. Provide effective after-sales services. Don't let contact fall off after the work is complete.Make sure your client stays happy. 74. Listen attentively. Pay attention to exactly what clients are asking for to help you better meet their needs. 75. Don't be afraid to say you don't know. It's OK not to know the answer to every question. It's better to say you don't know and get back to a customer than to try to bluff your way through a conversation and have to backtrack later.

Keep Up with Change

stop the world from changing, so follow these tips to keep up and ahead of the game.

There is no way to

76. Don't fight change. You can't stop markets, trends and technology from changing, so learn to go with the flow. 77. Adopt a predictive managerial style. Don't wait for things to happen to make a move. Anticipate problems and provide contingency plans. 78. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they're still relevant. 79. Identify the positives. Even the most negative changes can have positive aspects to them. Being able to identify and maximize them can help make adapting less painful. 80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change plans on the spur of the moment if the situation requires it. 81. Stay tuned to external factors. Your business is affected in many ways by outside factors. Keep abreast of these so you can anticipate any sudden market changes that would affect how you need to manage. 82. Put in place a Research and Development plan. Encourage innovation and creativity to stay ahead of the demand for newer and better products and services. 83. Keep an eye on the competition. Don't let the competition get the best of you. Keep up-to-date with what they're doing and use it to your advantage in managing your business. Whether problems are internal or external, they can make your management duties a nightmare if you don't handle them correctly. Here's how to stay on top of them.

Resolving Problems

84. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.

85. Fix what's broken. Don't waste time placing blame. Take care of fixing the problem before dealing with any possible repercussions. 86. Manage and control your emotions. Don't let anger or frustration affect your problem resolution. If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator. 87. Learn when to step in. Some problems might resolve themselves if you just let them be, but you need to be aware of times where you'll need to step in and take control of a situation. 88. Take the blame. If you've made a mistake, fess up. It'll give you more time to work on fixing the problem instead of talking your way out of taking the rap. 89. Get the facts first. Before you pass judgment on a situation, make sure you have the whole story. Listen to employees and refrain from questioning anyone's integrity without first ensuring that you've gathered all the data. 90. Rise above the crisis. Learn to separate yourself from the problem and rise above the fray. You'll be able to think more clearly and make a better decision on how to rectify the issue. 91. Don't ignore problems. A small problem can easily snowball and become something much more difficult to fix. 92. Try to depersonalize problems. Let employees know that the problem isn't with them but with their actions. Don't make it personal. Managing people isn't just about getting the job done. To truly be a great leader, sometimes you need to go above and beyond what the job calls for.

Go Above and Beyond

93. Lead by example. You can talk until you're blue in the face, but the best way to get a point across is to be the model to emulate. Let employees follow your lead. 94. Get your hands dirty. Sometimes you need to show your employees that no one's above doing unattractive tasks. 95. Make a difference to your employees. Don't just be a generic manager stand out as a leader and role model for your employees. 96. Gain your employees' trust and respect. You'll have a much easier time managing employees when they respect your rules and boundaries and trust your leadership. 97. Be empathetic to personal problems. Whether it should or not, what happens outside of work can have a big affect on the quality of work produced. Be sensitive if employees have personal issues that keep them from concentrating on work. 98. Be unique as a manager. Every position demands something different and you should be proud to be adept at your particular role rather than trying to emulate other managers. 99. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships. 100. Be on the lookout for new ideas. You never know where your next great inspiration will come from. 101. Get to know your employees. Learn more than just their names. Get to know your employees' family backgrounds, likes and dislikes. Doing so will make you more personable. By Inside CRM Editors

The Manager's Cheat Sheet: 101 CommonSense Rules for Leaders

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Clients are the lifeblood of any business. Without them, your venture simply doesn't exist. On the other hand, some clients are so bad that your business, not to mention your personal sanity, is better off without them. So what do you do when you have a client that pushes you to the brink? You fire them! Here's how to give 10 of the worst offenders the pink slip without burning bridges.

1. The bargain shopper: As a general rule, the client who pays the least will expect the most. The words "I need this done cheap" should strike fear in your heart, not because of profit margins, but because this client will nickel-and-dime you within an inch of your life for extra work, support and other nuisances that were not in the original scope. How to get out: This one's simple: Raise your rates, if only for this particular client. The bargain shopper will move on to the next firm that offers a better price, as he's concerned only with the bottom line, not the value of your work. 2. The client who can't make deadlines: This client wants you to set his project at top priority because hes on a tight schedule and needs to get something produced right away. You agree, assuming that youll have all of the information you need to get it done quickly. Unfortunately, your client drops off the face of the earth, ignoring your requests for approvals and other correspondence until your previously agreed upon due date comes around. At this point, youre both blaming each other as the reason that the projects not done, and its not pretty. How to get out: Before this client makes you miss the deadlines of customers who can keep up with you, let him know that no, you can't deliver on your deadlines when he misses his. Push back his deadline and stick to it. Instead of setting a concrete date, make it contingent upon receipt of information, such as a certain number days from the signed approval date. Don't accept any future

work from this client, as his habits are not likely to change. Instead, tell him that you're experiencing a high volume of work and offer to refer him to another firm. 3. The client with a not-so-small project: You get a call out of the blue from a new customer who wants you to complete a small, simple project. He thinks it should be easy and uncomplicated, so he's only willing to pay a small fee. You agree that this is fair, until you realize the client is going to make this small project a major pain with endless changes and additions that were not a part of the original budget. How to get out: If you agreed to do a certain amount work for a particular price, deliver it and do a good job. But if this client pushes boundaries, clearly inform them that extra work will cost extra money. If they refuse to respect your rules, invoice them for any unpaid work and stop the project in its tracks. Give them what you've produced up to the point when you severed ties, but only if they've paid for it. 4. The one who's never satisfied: Even if you come in under budget and overdeliver, this client just isn't happy with your work. He may have something in his mind that he just can't communicate to you, and when you don't deliver this idea that lives in his head, he's disappointed. How to get out: Ask the client to clearly describe or sketch out what he's looking for, or even send you an example. He may want a product that looks like his friend's, but he's afraid to say so. If you're already done with the project and you've done a great job, don't sweat it. Make it clear to the client, citing any agreements that you've made, that you conformed to the scope of the project and delivered exactly what he asked for. You don't want to have him bad-mouth you or stiff you on an invoice, so consider offering to do additional work on this project if he can be more clear with his desires. If he hires you for more projects after this one, you may want to tell him that your business has gone in a different direction. 5. The client who wants you to be something you're not: Some clients have a clear idea in their heads of what theyd like to see from your work. Often, this is good news, but if their specifics dont line up with the way you like to operate, you may end up butting heads. How to get out: To reason with this client, you can explain why you prefer to do things the way you do. After all, you're the expert. If he simply doesn't understand or refuses to accept your methods, it's time to cut ties. Explain to him the problems that his requests create for you and let him down easy. If you can, refer him to a colleague or competitor that you know can deliver what he wants. A referral is key, because you don't want him to be unsatisfied and claim that you can't do your job. 6. The one who expects you to deliver more for the same price: This client just doesn't understand the concept of an estimate. You've laid out what is to be done and agreed to a fair price, but at every step of the way, this client has "just one more little thing" to add that may seem like nothing to him but in reality takes a lot more time and effort than you originally agreed to. How to get out: When faced with a client who nickel-and-dimes you with extra work, there's only one way to fight back: Nickel-and-dime him with invoices. Of course, let him know it's coming before you do it. Tell him that your two-hour support call today was free, but any ongoing extraneous work will be billed at your standard hourly rate. If he tries to send work to you in the future, tell him you're too busy and refer him to a competitor that you feel like torturing. 7. The know-it-all: The know-it-all thinks he understands how to do your job because last weekend, his cousin showed him the basics of the computer program you use. Of course, he doesn't realize that he needs your expert skills to use this tool to do the things he really wants to do. He'll tell you exactly what to do and how to do it, turning you into a production house instead of letting you do what you do best. How to get out: First of all, do your best to remove any references to your name or company on work you've done for this client. Why? Because he'll probably try to tinker around on his own and completely mess up your work in the process. Then, stop the project, get caught up on invoices and give him whatever you've done so far. He'll probably hand it off to his cousin to see if he can finish it.

8. The next-100-days client: This client doesn't pay until he's good and ready, or worse yet, until he's been paid by his client. For anyone running a business, this is just not acceptable. You have bills to pay, too! How to get out: If it's worth your trouble, send this client to collections for any unpaid debts. That should send a pretty strong message. In any event, refuse to take on more projects until you're caught up. Either set up a strict payment schedule in the future or inform this client that you've moved in a different direction. 9. The one who wants your home phone number: If your client calls you after hours or on weekends to relay ideas or just check in with you, you have a problem on your hands. This client does not respect boundaries and is likely to expect round-the-clock service, no matter how frivolous the request. How to get out: Unless it's a true emergency, don't field calls from this client when you're not available. If for some reason you end up in a conversation with him outside of your normal working hours, stop him firmly but politely before he can even start. Offer to pick up the call again on the next business day, then do it. This client really just wants to know that you're there for him, so be there, but do it on your terms. If he continues to push his way into your personal time, let him know that you're raising your rates, astronomically of course, to make up for the high cost of maintaining your relationship. The cost to continue working with you will prove to be too high, and he'll bother someone else. Or, you'll make loads of money. 10. The one with 100 lawyers: This client is always threatening to sue you for some reason or another. That time you made a typo, even though it was directly copied from the material he gave you? He's going to sue you for that. You were two days late on your deadline because he dragged his feet getting you what you needed? He wants you to discount your invoice by 50 percent, or he'll get a lawyer involved. How to get out: This abusive client is bad news and a major pain. You don't want to actually go to court with him, because even if you win, it looks bad to other clients who may find out, and he'll definitely bad-mouth you to everyone he knows, win or lose. He's almost certainly all talk, but it's irresponsible to test him to find out if he can back it up. As much as it may drive you crazy to give in to his threats, do what he wants, within good reason of course, then slowly back away. Given that he's argumentative, it's probably not a good idea to let him know exactly why you're breaking it off, so just tell him that you're moving your operations to Yemen. By Inside CRM Editors

Top 10 Ways to Fire the Client From Hell

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Barring nepotism or cronyism, most high-powered executives have spent decades inching their way up the corporate ladder rung by rung. And once they reach the uppermost echelon of the working world, these big shots can expect mind-boggling paychecks; a 2007 study by nonprofit organization United for a Fair Economy found that the average Fortune 500 CEO raked in $10.8 million in 2006. As if financial security for multiple lifetimes isn't enough, many top corporate executives are also treated to the kinds of lavish perks that the average company employee can barely comprehend, much less ever hope to enjoy. On top of their tremendous salaries, the highest-ranking bigwigs often receive "extras" such as personal use of the company plane, country-club memberships and fancy homesecurity systems. And though it's somewhat ironic that the employees who receive such perks are the ones who least need a free lunch, some corporate executives have taken this idea to its illogical extreme. Below are seven executive perks that stand out as excessively pricey, overly demanding or

just plain strange. 1. Crazed Company-Car Demands: Appearance is everything in Los Angeles. This may explain why in the spring of 2003, Barry Munitz former CEO of The J. Paul Getty Trust decided to forgo a Toyota Camry or a Honda Civic when ordering a company car. Instead, Munitz demanded a $72,000 Porsche Cayenne SUV. True to form, Munitz wanted the vehicle fully loaded; according to the Los Angeles Times, he told an aide that the SUV should have the "best possible sound system," and the "biggest possible sunroof." Despite the fact The J. Paul Getty Trust could afford to indulge Munitz's taste for fancy cars, it couldn't manage to find the money to continue to employ seven security managers, who were laid off just days before Munitz requested the Porsche. 2. An SUV That Can Survive Armageddon: While some CEOs are out to impress Hollywood highrollers with their company rides, others are more concerned, to put it lightly, with their physical safety. Take Macy's Inc. chairman and CEO Terry Lundgren. In a move that would make any third-world despot proud, Macy's stockholders have paid to equip Lundgren with an Armored Hummer H1 to the tune of $87,000 per year, according to footnoted.org, a blog that closely examines corporate SEC (Securities and Exchange Commission) filings. Documents filed by the company state that "Macys is providing Mr. Lundgren with a specially-equipped car and driver for commuting in New York City, for certain business travel and for personal use." Lundgren may not have to worry about taking a bullet during his travels, but someone is still going to have to figure out how to parallel park the 15-foot behemoth on New York City streets. 3. Think Your Rent Is Pricey?: Speaking of New York City ... anyone who has ever visited the Big Apple can confirm that the place isn't cheap. No one knows this better than Manhattan residents, who shelled out an average of $2,900 per month for a one-bedroom apartment (without a doorman) in 2007. But that pales in comparison to the $80,000-per-month rent that GE (General Electric Co.) forks over for former CEO Jack Welch's palatial Manhattan apartment. Though Welch retired in 2001, GE stockholders will continue to foot the bill for his living expenses for the rest of his life. Beat that retirement package. 4. Getting Paid to Sleep in Your Own Home. What?: Most of us pay for the roof over our head, not the other way around. Unless, of course, you were a top executive at media mammoth Viacom Inc. circa 2004. In April 2005, the company announced that it had paid co-presidents Leslie Moonves and Thomas Freston to sleep in secondary homes that they own in New York City and Los Angeles respectively. In 2004, Moonves raked in $105,000 for crashing in his own bed, while Freston received $43,100 for doing the same. Both men made almost $20 million each that year but apparently still needed a little help with the mortgage. 5. The Million-Dollar Birthday Party: There are parties, and then there are parties. Karen Mayo, wife of former Tyco International Ltd. CEO L. Dennis Kozlowski, clearly got the latter in June 2001 when her husband threw her a week-long bash with 75 of her closest friends on the island of Sardinia. In what can only be described as an absurd exercise in excess, Mayo's Roman-themed party featured (among other things) female "servants" who hand-fed grapes to the revelers. (Oddly enough, the party's music took a sharp left turn from the ancient-Rome theme when Jimmy Buffett was flown in to play a $250,000 set.) The party's total tab came to about $2 million, half of which Tyco kindly picked up. 6. Free Airfare for the Whole Family Forever: The pitfalls of air travel huge security lines, lengthy delays and planes full of screaming children can add insult to injury when you consider that you just paid through the nose to put yourself through hell. But Continental Airlines Inc.directors and their families can't complain like rest of us, considering that the company provides them with free, unlimited flights for as long as that director is alive, according to footnoted.org. But not even death can quell the greed of Continental Airlines directors; they now receive "survivor benefits," which give their families up to $10,000 of travel per year for 10 years after they themselves have gone to the great VIP lounge in the sky. 7. A Private NASA Runway: Google is well-known for offering unusual perks to even rank-and-file employees, including free gourmet meals, dry-cleaning and haircuts. So it would only stand to reason that Google co-founders Larry Page and Sergey Brin would receive a perk that goes above and beyond

what the worker bees enjoy. In 2007, Google struck an agreement with NASA to park three of its corporate jets including a customized Boeing 767 at Moffett Field, which is less than two miles away from the company's headquarters in Mountain View, Calif. Although this perk doesn't come cheap costing the business $1.3 million per year, Google shareholders are unlikely to complain about the expense as long as the company's stock price continues to dominate. By Brian Satterfield

7 Totally Insane Executive Perks

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