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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Behold Edgar, the loneliest manager, who thought he was leading a staff of wunderkinds—until the ugly truth kicked in.
"You don’t lead by hitting people over the head," said the general and President. "That’s assault, not leadership."

Almost immediately upon becoming Chile’s health minister in 2010, Jaime Jose Manalich hit a crisis. Because a massive earthquake had destroyed many hospitals around the country, Manalich raced to restore health care for Chile’s far-flung citizens. Through his leadership, Manalich, 60, rebuilt Chile’s health delivery system under challenging conditions. The former physician made many wise decisions under duress.

Gesturing comes naturally to dynamic leaders. They use their body—head, hands, arms—to reinforce their message. Here's how to go about it.

Kaz is a Southborough, Mass.-based company that makes health care and home appliances. In 2008, it was struggling to survive. That’s when Julien Mininberg arrived. Over five years, he took Kaz from near insolvency to record profits.

Advice from Amazon, leadership microblogger Doug Dickerson, and the NFL's first female referee.

Leaders who motivate with action, not words, tend to make a lasting impression. Just ask Chad Dickerson. As CEO of Etsy, the e-commerce website, Dickerson urges the company’s 600 employees to integrate their work with their personal life.

She started her career in journalism by rebuking a columnist in the Pittsburgh Dispatch who called working women “a monstrosity.” Her fiery rebuttal impressed the editor. Hired under a pen name, she produced investigative articles about terrible conditions for female factory workers. In 1887, Bly talked her way into an assignment to get herself committed to an asylum so she could report on conditions there.

Confidence is not what you know. It’s not what you have. It’s a state of mind.
If you haven’t been charged with shaking innovation out of your staff, you may soon be. Here's what managers can do to make it happen.
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