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.

Page 11 of 956« First...101112...203040...Last »
Developing and executing a digital strategy is too important to delegate or outsource. According to the 2015 Global Digital IQ survey, three-quarters of chief executive officers—76%—now believe they champion digital technologies. As recently as 2013, only 57% of executives surveyed said their CEO championed digital, before rising to 73% last year.
Believe it or not, certain “leaders” actually say this stuff. Steer clear of anything like it, even milder variants.
Not all on-the-job harassment is sexual, and there’s plenty of trouble waiting for managers and organizations that tolerate harassment of any kind.
"Whether they want to admit it or not, leaders generally only do one or two things really well. The best leaders surround themselves with great people to do the rest and get out of their way."

Looking to build trust with your team? Start with an experiment. Commit to going 90 days without complaining, criticizing or condemning. And if you’re really serious about creating a more trustworthy culture, enlist your senior executive team to join you in this 90-day challenge.

Building trust is a lot like building a house of cards: It takes a long time to create, but doesn’t take long for it to come tumbling down. A broken promise or betrayed confidence can erode trust very quickly.
The key to being a strong leader is positive values and a positive outlook.
If you ask people to list the traits of effective leaders, many would assume that it pays to be helpful, compassionate, generous and trusting. But those characteristics could also describe frail, weak-willed leaders. Pleasant personalities do not necessarily make great leaders.

Eric Schmidt joined Google as its CEO in 2001. Even though the company was already a smashing success, he knew his job wouldn’t be easy. Schmidt, 61, understood the risk that founders take when hiring an outsider as CEO. Clashes can occur as founders chafe at the CEO’s decisions.

Here’s how to navigate this tricky work problem—without wrecking the relationship.
Page 11 of 956« First...101112...203040...Last »