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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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.
Three points of advice from Dal LaMagna, the guy who launched more than a dozen businesses, sold Tweezerman to Henckels and now is CEO of countertop manufacturer IceStone.
Timothy Dimoff, a former narcotics detective and SWAT team member, reviews today’s problems and offers a path for conflict resolution and prevention.
Want to increase your visibility as a thought leader? A simple, low-cost way to gain influence on a global scale is to start a blog.
Lack of trust in management is one of the main reasons employees disengage from their work and seek jobs elsewhere. Here are 10 ways to keep them on board.
Asked for the best advice he ever got, business magnate and financier T. Boone Pickens credits his grandma with counseling him to take the rap for his own failures.
Tesla CEO Elon Musk had recently given shareholders a heads-up that he might be planning something risky. What followed was a statement that the company will be very lenient with others who wish to use its patented electric car technologies.

The summer months, when most people take vacations, can be trying times for managers. A number of problems seem to get worse during the summer—absenteeism, tardiness, inattention, horseplay. How do smart managers avoid these summertime blues? Primarily by planning. Here are some approaches to try.

In November 1942, Col. Curtis LeMay delivered a briefing to his World War II bomber pilots. He told them they would fly directly toward the target, maximizing the risk of German anti-aircraft fire. LeMay revealed that he would fly the lead bomber, and his willingness to make himself a focal point for enemy fire inspired the squadron.

Management is a technology—a technology from the 1850s. Few 19th century technologies are still in use. And no matter how you cut it, management is designed purely to get compliance. So how to replace compliance with engagement?
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