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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Do what you know, as Dr. Dre and Jimmy Iovine do ... Demonstrate the epic leadership of the Sioux ... Think as big as Elon Musk.

As more executives embrace social media, the odds of embarrassing blunders soar. One wrong move can destroy a career. Consider what happened to public-relations maven Justine Sacco.

Talking to employees about performance problems, attendance issues, or an upcoming layoff can be awkward. Take these steps to make those conversations easier for you—and your employees.
The CEO of King Digital Entertainment, Riccardo Zacconi, recently did what few other CEOs do when pressed to defend his company's financial value: He urged people to simply try out what it makes.

Anyone in leadership has to persuade somebody at some point. You may need to persuade an employee to perform better, or service providers to up their game. Here, in a thimble, are seven things persuasive people do.

"Great leaders surround themselves with A+ people," says Sander Flaum, chairman and CEO of Euro RSCG Becker. "Jack Welch [former CEO of General Electric] said the biggest mistake he ever made was not moving quickly enough on people who weren’t A+."
Employee conflict can be a healthy stimulus toward innovative solutions and a freer atmosphere in which to constructively disagree. David Roth, CEO of AppFirst, says there are five things he’s learned about it.
Here are five tips for winning respect and loyalty from those whom you supervise.
As president and chief executive of Tangerine—formerly ING Direct Canada—Peter Aceto could act like most big bank CEOs and cultivate an image of aloofness and power. But he does the reverse.
When you’re stumped by a question that comes out of nowhere from a reporter, shareholder or staff member, use these responses.
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