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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Until recently, National Hockey League goalies were overwhelmingly Canadian. Then the Finns arrived around 2000. Seemingly overnight, 5 million Finns began producing one-sixth of the NHL’s starting goalies. Their secret is Urpo Ylönen, or “Upi,” a man spoken of the same way Jedi knights speak of Yoda or Obi-Wan Kenobi.

The story of the man CNBC named one of the worst American CEOs of all time teaches a lesson in how to conduct yourself with employees.
At age 37, Magnus Norman has become one of the most widely admired coaches in tennis. “He did a great job with Robin Soderling and is doing an amazing job with me,” says Stan Wawrinka, who rose from second tier to Grand Slam champion this year and now ranks among the top five players in the world.
In late 2008, Domino’s market share was plummeting. Instead of blaming collapsing sales on the nation’s economic downturn, executives chose a surprising strategy: They admitted their main product—pizza—wasn’t very good. Then Patrick Doyle took it a step further.
Maybe we shouldn't be so quick to crack down on the ones who greet both the dawn and the dusk with a hearty "Let's do something already!"
Many leaders urge employees to take responsibility and make smart decisions. But some leaders interfere by insisting on signing off on those decisions. By delegating well, you can push decision-­making down to the rank-and-file.
Liz Wiseman suggests putting them in surprising situations where their deeply rooted expectations will be challenged.

Productivity and morale are the main casualties when organizations retain people who clearly aren’t doing their jobs. The Harvard Business Review suggests managers follow these three C’s to deal with an underperformer.

In theory, strategic planning sounds great: You gather top thinkers in a room and brainstorm. But for Jim Estill, former CEO of Synnex Canada and now a partner in a venture capital firm, strategic thinking requires inspiration. He finds that it doesn’t happen on demand, so he lays the groundwork and stays attuned to insights that can arise at any time.

You can use positivity to rid yourself of petty complaints and drive both your own productivity and your colleagues’, says author Caroline L. Arnold. Here’s how.
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