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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.

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Unlike most of his peers, ­CEO Jeff Stibel decided to memorialize his failures in writing—and in doing so, learned valuable lessons.
General Mills recently backtracked on wording it had added to its website that led many consumers to believe that by engaging in such routine acts as downloading coupons or engaging in the food giant's online communities, they were waiving their right to ever sue the company.
Eric Ryan and Adam Lowry grew up six blocks apart near Detroit. Still, it took them years to launch green soap company Method.
By focusing on each person’s performance as it related to a scorecard of desired results, North Carolina firm Bob Barker Co. enabled employees to increase their compensation by working harder and smarter. It also motivated everyone to contribute to the firm’s profitability.
Some entrepreneurs love to launch businesses, but they lack interest in managing growing enterprises. Tom Gegax made the successful transition from startup bootstrapper to business builder.
Stanford business professor Jeffrey Pfeffer looked at the research on power. Then he zeroed in on elements the powerful possess.
The next time you hear a motivational speaker intone, “People have to want to change,” head for the door. Such nonsense stymies the best managers. In truth, change is typically imposed on people. They don’t like it, and they enter it kicking and screaming.
One of the biggest project management pitfalls is the tendency of the work to expand over time. Here are six rules to prevent it.

There’s no guidebook for CEOs. Succeeding as the head honcho requires the ability to set clear priorities and take bold action. To evaluate chief executives, Andre­­es­­sen Horowitz—a venture capital firm in California’s Silicon Valley—asks three questions.

Po Bronson—The New York Times best-selling author of Top Dog: The Science of Winning and Losing—is a big fan of using small teams to tackle big projects. But surely the smaller the team, the more critical the role of the team leader, right? Wrong.
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