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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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After college, Stephen McDonnell worked as a financial analyst at Ford, got a master’s in organizational behavior from Harvard and began to understand small businesses. He decided he wanted to change the way America eats meat ...

U.S. Navy lieutenant Robert Wray was assigned to an important mission on the USS Omaha submarine. At sea, the crew discovered a leak in a complex piece of equipment. After 30 hours of stressful work in cramped surroundings, Wray and his team found it leaked worse than ever ...
Jeff Weiner, CEO of LinkedIn, frequently borrows a phrase from legendary Duke basketball coach Mike Krzyzewski, who likes to say “next play” after every sequence on the basketball court. It’s a way to focus players on what they need to do to succeed.
Walt Disney’s optimism inoculated him from much of the scheming and betrayal that he faced as a young entrepreneur. When others tried to muscle him out of business, he sought creative solutions.
Meet your future C-suite execs ... A cautionary tale on change ... A thumbs-down on meetings.
Abraham Lincoln became one of America’s greatest presidents through mastery of language.
Many would-be leaders claim to crave honest feedback. But when they get it, they ignore it or even take offense. For many CEOs, there’s a cost of asking for input: having to take it seriously.
Tough to fly under the radar as this company's CEO. Microsoft has a new CEO after the up-and-down reign of Steve Ballmer.
The next time you do not have an answer for something, say, “I don’t know,” and then smile pleasantly or sheepishly, and wait for a response.
A young executive was enough of a bully to (a) be nicknamed “the monster” and (b) require a leadership coach. Shown evidence of his crabbiness and temper, he was surprised, expecting to hear how smart he was ...
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