Leaders & Managers

From the nitty gritty of daily management to addressing your aspirations of leadership, this section for leaders & managers tells you how to make strong leadership decisions, build effective teams, delegate and stay above the everyday management muddle.

Get tips, strategies, tool and advice on: performance reviews, preventing workplace violence, best-practices leadership, team building, leadership skills, people management and management training.

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In fielding highly charged emotional statements, your first goal is understanding and clarification. Your second is conveying that you care.
Sony once demonstrated the wrong way to handle a crisis.
After three years as head writer for Saturday Night Live, Adam McKay was ready to quit in 2000. But before leaving SNL, McKay took his agent’s advice and ap­­proached Lorne Michaels with a series of de­­mands he’d need fulfilled to stay put. Employing the "least-interest" principle worked for him beautifully.
As leaders in most any line of work will tell you, becoming a leader is mainly about what’s in your head, not in your physical prowess or material advantages. Mariano Rivera is a good example.

Would-be leaders can limit their effectiveness by clinging to self-defeating actions and attitudes. In your rush to succeed, it’s easy to overreach and alienate potential allies. Avoid these four common traps to strengthen your ability to lead over the long term.

Negotiating with an influential person may feel like fighting a losing battle. If you’re about to go toe-to-toe with someone who has more status or power than you, quash your feelings of helplessness by preparing yourself mentally beforehand, suggests Brazen Career­­ist writer Savannah Marie. She offers these six tips.
Annual reviews have been drawing fire lately. Here’s how to make them better.
When you make a request at work, the best way to get what you want is to “own the question,” says leadership writer and speaker Geoffrey James.

Malcom McLean didn’t like to waste time, but in 1937, he had to spend most of a day waiting for his truckload of cotton to be loaded onto a ship in Hoboken, N.J. It gave him a bold idea. He saw what needed to be done to streamline shipping—but it would take him 20 years to make it happen.

Leaders master the art of promoting themselves without going overboard. They don’t come right out and boast. Instead, they drop hints and refer to their experiences in an engaging way that prompts two-way conversation.
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