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.
Do a little self-branding ... Be aware of your intimidation factor ... Know these two things about public speaking.
Recently sacked New York Times executive editor Jill Abramson might be looking ahead to new professional opportunities, but a sign of her tenure at the helm of the “Grey Lady” will always be behind her.
Big thinkers have developed a boatload of ideas to help established companies become entrepreneurial. Despite the help, it’s rare to find an established firm that creates radical new markets. What’s required for exploration and colonization often conflicts with what’s needed for consolidation.
According to Chief Executive magazine's “Best & Worst States for Business” survey, California is not the place to run one, due to its high taxes and general lack of incentives. #1 on the list? Texas.
As the New York Jets’ head coach in the 2011 season, Rex Ryan faced a bruising challenge. With a background as a defensive specialist, he lacked the same familiarity running an offense. As a result, he delegated—a bit too much.
If you have good but temperamental people working for you, you know the problem: Your constructive criticism is often taken as a personal attack. Here’s how to offer suggestions to keep your workplace running smoothly.
John Mattone, a Florida-based consultant and author of Intelligent Leadership, says that strong leaders need a strong “inner core” as well as an impressive “outer core.” Many people mistakenly judge the outer core alone.
Craig Newmark, founder of Craigslist, calls impatience his “greatest fault,” and it posed particular problems for him early in his career. As an employee of IBM, he learned a lesson in tact that he would never forget.
Organizations waste most of the time and money they spend on training because most rely on outdated training ideas and boring methods.
At Southwest Airlines, CEO Gary Kelly treats storytelling as a core element in uniting the company’s 46,000 employees. How does he do it?