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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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.
It’s never easy for managers to confront an employee whose performance is slipping or who has begun making more mistakes. Here are some key rules of engagement.

Seth Bannon is a connected kind of guy, and it shocked him that the technology used to organize people and raise money is so awful. So, following a now-familiar path, Bannon dropped out of Harvard to start Amicus, a company to overhaul tech tools for nonprofits.

It’s only normal when you have a priority project that needs to be done right the first time that you turn to one of your top-notch employees. But when you start handing your top talent tight-deadline, high-priority projects day after day, you’re no longer offering them a challenge. You’ve crossed the line into “dumping” territory.

In 2000, Robin Chase founded Zipcar. The car-sharing service was an instant hit; within three months, the firm had 400 members. Chase was about to secure new funding to grow the business when she crunched the numbers and realized her business model was seriously flawed ...
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