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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.

The “What Were They Thinking” file is full of stories about managers with a distorted view of team building exercises. Their misguided efforts not only crushed morale but triggered expensive legal claims. Leading nominees from the Hall of Shame just in the past year…

A comprehensive document management system can help your business boost productivity, improve the bottom line and stay out of legal trouble. Here are three ways to organize files for easy retrieval, establish a record retention schedule and tame your wild email inbox.

Say you have one right-hand manager whom you’ve relied on for years.  That person suddenly resigns. You have to choose a replacement from several competent managers. Who will get the plum promotion? There are five essentials that most CEOs share and look for in people they promote:

CEOs don’t often busy themselves with IT considerations, until a crisis threatens. So it was for Ted Chung, CEO of South Korea’s largest consumer-finance company, who was told by hackers that if he didn’t pay them $500,000, they’d release confidential information. The experience taught him several key lessons:

Even though it’s a cliché, it's still true that our greatest strengths can also be our greatest weaknesses. For Thomas Jefferson, his strength lay in trusting people. But when it came to financial matters—he trusted too much. To use the signature phrase of a much later president, Jefferson needed to “trust but verify.”

Nobody has to tell Google co-founder Larry Page to look for the big picture. He loves the grand quest and will challenge an employee by saying, “You’re not thinking big enough.”

Terminations are the spark to many employment lawsuits. And for each of the six kinds, there are some common steps employers can take to make sure they defend themselves if the termination is challenged in court ...

When protesters targeted the Gap, accus­ing the company of ignoring child labor practices in Cambodia, the company realized it needed a new way to interact with critics. Here are five ways the Gap turned around its tarnished reputation by engaging stakeholders:

Media mogul Jim Dolan’s signal characteristics include becoming easily bored and getting a thrill from taking calculated risks. In fact, he took his company public in 2007, having long ago learned about timing investments—that lesson came when he was a little kid selling fireworks.
Andy Grove, co-founder of microprocessing giant Intel, believes in the fear of failure more than the joy of success.