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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Can a company grow too big to ­manage? Based in India, Tata Consultancy Services has about 285,000 employees and $11.6 billion in annual revenue. Its CEO, Natarajan Chandra­­sekaran, faces a daunting challenge: main­­tain­­ing the firm’s fast growth without letting it balloon into a bloated mess.

So you reach a subway platform only to find it’s mobbed. Do you wait, figuring that with so many people, the train must be imminent, or do you assume there might be a problem and go find other transportation? Unfortunately, we often see a decision to leave as an inability to exercise self-control and delay gratification.

NASA's Curiosity Rover celebrated its first anniversary on Mars this week—measured in Martian years rather than Earth years.
The impact of U.S. CEOs has increased over time. Here are the numbers.

To lift an employee’s performance, you can bark do-this, do-that commands. But you’ll make a more positive impact by helping people discover for themselves how to improve. Use adult learning theory to guide your coaching. Here’s how:

It's time you responded to your harshest critic—yourself at age 18, who had no idea what demands lay ahead in running a staff of (gasp!) adults.
Throughout his years in the financial services industry, Graham Coxell of brokerage firm Rowan Dartington has witnessed good and bad leadership. His conclusion? It’s better to seek to understand others than berate them.

For many organizations, promotions are random decisions left to managers. That’s a mistake … and a common one. Use these tips to choose the right people for advancement.

The king of France unveiled a spectacular new machine in 1370. It was the first public clock in Paris, and the king saw its potential. He issued a decree that all clocks in the city were to be synchronized with this royal clock. He created what the Germans call a zeitgeber, or time giver for life. Not much has changed, in that external rhythms can dictate how we operate.

Many senior executives think they can spot key influencers. But they are often wrong, survey results show. Use a snowball sampling to find out who those people really are.
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